Professional Documents
Culture Documents
Jamaica
National
Development
Plan
p.; cm.
Bibliography: p.
ISBN 978-976-8103-28-4
338.97292 dc 22
Introduction.........................................................................................1-4
2030
Vision
Jamaica
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Vision 2030 Jamaica | National Development Plan
Page ii “Jamaica, the place of choice to live, work, raise families and do business”
List of
Table of Contents
Figures
Figure 1:Vision, Goals & Outcomes ..........................................................................xv
Figure 2: The Guiding Principles ..............................................................................xxiii
Figure 3: National Goals ...........................................................................................xxiv
Figure 4: Forms of Capital - A Model for Jamaica’s Road to Prosperity............12
Figure 5: Defining a Secure and Prosperous Society for Jamaica........................15
Figure 6: The National Goals ......................................................................................17
Figure 7: The Path to a Secure and Prosperous Future for Jamaica...................18
Figure 8: Alignment of Vision, Goals and Outcomes..............................................33
Figure 9: Goal 1 and Related National Outcomes.................................................36
Figure 10: Prevalence of Poverty 2000-2007 .........................................................80
Figure 11: Goal 2 and Related Outcomes................................................................98
Figure 12: Murder Rate per 100,000 from 2000-2008 .......................................102
Figure 13: Goal 3 and Related National Outcomes ............................................126
Figure 14: Jamaica - Public Debt 1980 – 2008 ......................................................128
Figure 15: Jamaica - Ranking of Tax System 2009.................................................132
Figure 16: Jamaica - Inflation Rate 1990-2008 ......................................................134
Figure 17: Jamaica - Ease of Doing Business Ranking 2009................................140
Figure 18: Jamaica – Balance of Payments 1994 – 2007 .....................................143
Figure 19: Map of Jamaica’s Geographic Location................................................161
Figure 20: Jamaica - Total Value of Petroleum Imports 2002 – 2008 ...............176
Figure 21: Jamaica - GCI Ranking 2008-2009........................................................194
Figure 22: Jamaica - Tourism Visitor Arrivals 1991-2007.....................................230
Figure 23: Goal 4 and Related National Outcomes ............................................234
Figure 24: Institutional Framework for Implementation,
Monitoring and Evaluation .....................................................................314
Figure 25: Organizational Chart for Plan Development Process .....................323
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Vision 2030 Jamaica | National Development Plan
List of
Tables
Table 1: National Strategies Linked to Goals and Outcomes.............................xvi
Table 2: National Outcomes linked to Goals........................................................xxv
Table 3: Jamaica – SWOT Analysis.............................................................................10
Table 4: Leading causes of visits to health facilities by Health Region, 2007
(January-June)..................................................................................................42
Table 5: Leading Causes of Death Ranked in Order of Frequency (By Sex)
- Jamaica 2005.................................................................................................43
Table 6: National Strategies and Responsible Agencies
- A Healthy and Stable Population..............................................................48
Table 7: Proposed Indicators and Targets for National Outcome #1................56
Table 8: Educational Indicators for Selected Countries, 2005.............................59
Table 9: Distribution of Students Achieving Mastery of Literacy
at Grade 4 by Year 2006-2008 ....................................................................60
Table 10: National Strategies and Responsible Agencies
Table of Contents
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Table of Contents
Table of Contents
- Energy Security and Efficiency .............................................................179
Table 27: Proposed Energy Source and Diversification Options to
meet Projected Growth in Demand for Energy ................................180
Table 28: Proposed Indicators and Targets for National Outcome #10.........184
Table 29: National Strategies and Responsible Agencies
- A Technology-Enabled Society .............................................................189
Table 30: Proposed Indicators and Targets for National Outcome #11.........191
Table 31: National Strategies and Responsible Agencies
- Internationally Competitive Industry Structures ............................196
Table 32: Proposed Indicators and Targets for National Outcome #12.........200
Table 33: Sector Contribution to GDP 1982 - 2007 ..........................................201
Table 34: Main Goods- and Services-Producing Sectors
and Industries and Responsible Agencies ............................................202
Table 35: Proposed Indicators and Targets for the Agricultural Sector ..........206
Table 36: Proposed Indicators and Targets for the Manufacturing Sector......209
Table 37: Proposed Indicators and Targets for the Mining
and Quarrying Sector ..............................................................................212
Table 38: Proposed Indicators and Targets for the Construction Sector.......215
Table 39: Proposed Indicators and Targets for the Creative Industries..........218
Table 40: Proposed Indicators and Targets for Internationally Competitive
Industry Structures - Sport.....................................................................220
Table 41: Proposed Indicators and Targets for ICT .............................................223
Table 42: Proposed Indicators and Targets for Services .....................................228
Table 43: Proposed Indicators and Targets for Tourism......................................233
Table 44: National Strategies and Responsible Agencies - Sustainable
Management and Use of Environmental and Natural Resources...239
Table 45: Proposed Outcome Indicators and Targets
for National Outcome #13.....................................................................243
Table 46: National Strategies and Responsible Agencies
- Hazard Risk Reduction and Adaptation to Climate Change.........248
Table 47: Proposed Indicators and Targets for National Outcome #14.........252
Table 48: National Strategies and Responsible Agencies....................................256
Table 49: Proposed Indicators and Targets for National Outcome #15.........260
Table 50: Key Strategies and Actions under
the National Outcomes for Years 1 - 3 (2009-2012)........................263
Table 51: Defined Clusters for the Review of 1st Draft Sector Plans ............341
Table 52: Persons Participating in the Cluster Reviews......................................343
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Vision 2030 Jamaica | National Development Plan
A Vision
for Jamaica
National Vision Statement
Page vi “Jamaica, the place of choice to live, work, raise families and do business”
Foreword
Foreword
This Plan has been produced in the midst Government to guide the process of
of a global financial and economic crisis preparing a long term national
that is the most serious since the Great development plan to enable Jamaica to
Depression of October 1929. While achieve developed country status by
Jamaica has to respond to short-term 2030.
emergencies, it cannot lose sight of the
strategic and long-term requirements for Previous planning efforts floundered,
development. We must continue to plan, partly because they were perceived as
even though we operate in a dynamic being owned only by the Government of
global context, and deal with the the day. This Plan is therefore, broad-
consequences while we grasp the based in scope, non-partisan and
opportunities to prosper. inclusive, the recipient of input from the
public and private sectors, Trade Unions,
Many social and economic problems pre- NGOs, external agencies and ordinary
exist the current crisis. Partly due to citizens. The final product is a National
our neglect of long-term issues, our Development Plan which captures the
nation has suffered from a number of very diverse needs and aspirations of our
inadequacies since achieving people.
Independence in 1962 which has led to:
poor GDP growth performance, high This yearning for a secure and
levels of debt, unacceptable levels of prosperous future is encapsulated in the
unemployment and poverty, crime and vision statement: “Jamaica the place
violence, low levels of skills, weak of choice to live, work, raise families,
infrastructure, and uncompetitive and do business”. This vision embodies
industries that produce low value the clear message that emerged from the
commodities. inclusive planning process.
This weak national performance has This reveals that that hopes and dreams
been exacerbated by very rapid of our people transcend mere growth in
urbanization, migration and globalization per capita income, although this is
which have had a negative impact on the considered a worthy goal. Important
structure and stability of the Jamaican issues that emerged during the
family. The result has been a weakening consultation phase were for: greater
of social capital and the emergence of access and opportunities; efficient delivery of
negative social values and mindset that health, education, justice and security
we must overcome if the society is to services; a more inclusive society which
advance rapidly. Jamaicans have fosters a greater sense of hope, particularly
expressed a clear wish to break out of the young; greater development of rural
this vicious cycle of low performance areas; protection of the environment; and a
and build a quality society. In response to strong desire to preserve the positive and
this wish, the Planning Institute of transformational aspects of our culture and
Jamaica (PIOJ) was mandated by heritage.
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Vision 2030 Jamaica | National Development Plan
Page viii “Jamaica, the place of choice to live, work, raise families and do business”
Message
Messages
From The Governor General
It is fitting that the Vision 2030 Jamaica a sustainable way, we must draw upon
- National Development Plan, which is those values, skills and attributes that are
being tabled in Parliament, is the result of right with Jamaica. It will require
widespread consultations with transformational leadership at every level
stakeholders across Jamaica, as it in the society, a willingness to work with
embodies the kinds of positive each other and the use of our natural
conversations that we must have if we resources in the best ways possible.
are to express our concerns one to
another, define our common goals and But perhaps most importantly, the
identify pathways toward achieving them. realization of the Vision 2030 Jamaica -
National Development Plan will require
The four overarching national goals that the input of our youth who must have a
have been identified speak to sense that they are at the centre of our
empowerment, social security, economic nation’s development. We must engage
prosperity and the health and well-being them and involve them in the
of Jamaicans living in a healthy natural transformation process.
environment. These are goals with which
every Jamaican can identify, as they seek I believe in the ability of every Jamaican
to address pertinent issues that relate to to contribute in a meaningful way to the
their ability to provide for their families accomplishment of the Vision 2030
in a secure and enabling environment. Jamaica - National Development Plan
This is especially important during this and I applaud the Planning Institute of
period of economic uncertainty. Jamaica for so ably leading the process of
change.
If we are to achieve these national goals Patrick L. Allen
and impact the country’s development in Governor-General
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Vision 2030 Jamaica | National Development Plan
Message
From The Prime minister
We are all agreed that our country has landscape has left many countries reeling.
underperformed for much of the post- This is the context within which we
independence period in critical areas must start the long process of
such as economic growth, justice, coordinating and accelerating the
security and the delivery of social implementation of the strategies and
services. We have also not done enough programmes set out in Vision 2030
to protect and nurture our young and Jamaica. This long-term Plan forcibly
care for our natural and cultural drives home to us, the point that our
environment. We are committed to survival cannot be guaranteed by doing
changing this. “business as usual”. The Plan requires us
to draw on our creative energies as a
Vision 2030 Jamaica demands people, and to summon up the will to
commitment by us as a Government and succeed. The crisis provides us with
society in general, that will accelerate great challenges, but equally so, great
Page x “Jamaica, the place of choice to live, work, raise families and do business”
Message from the Honourable Prime Minister
Messages
opportunities to pursue development long-term plan that can make such a
with new approaches and new sources claim, and this speaks to its sustainability.
of national competitiveness.
To all who are directly involved in the
Vision 2030 Jamaica places strong focus day to day implementation of Vision 2030
on the enhancement of our human Jamaica, I challenge us to be more
resources, particularly first-class efficient and effective in serving with
education and training. Our education devotion and integrity and to improve
and training system must be transformed the capacity of the State to deliver. To
if we are to be globally competitive. A our private sector, non-state actors
stable macroeconomic environment (NGOs, CBOs and trade unions) as well
which lends itself to attracting increased as our international partners, I appeal for
investments that will serve as a stimulus your continued support during this the
for job creation; greater investment in implementation phase. There is much
crime fighting, constitutional reform and work to be done in improving health,
improved governance; and the education, infrastructure, rural
preservation of our natural and built development, strengthening the family,
environment, are critical pillars of the changing the mindset, and transforming
Plan. values. The Government cannot do this
alone; the support of the entire country
I remain undaunted and resolute in my - every community, village and town is
commitment to lead this transformation needed. This partnership is the essence
process.Victory and success hinge on of Vision 2030 Jamaica.
sustained public-private partnership and
dialogue, which were central to the I am determined to lead the
development of Vision 2030 Jamaica. I implementation process to build a
am satisfied that the wide-scale country where opportunities abound for
consultations held among critical our people; a country that is no longer
stakeholders in the planning process has ‘held hostage’ to mounting debt; and a
resulted in a truly national output. This country where the future generation can
planning process has bridged all sectors enjoy a better way of life than our
in the society, including, Government generation. I have every confidence that
ministries and agencies, private sector, Vision 2030 Jamaica - National
academia and civil society to harness and Development Plan is the ‘road map’ that
incorporate the widest possible range of will take us there; and make “Jamaica, the
technical expertise, experiences and place of choice to live, work, raise
skills. The Plan has strong political families, and do business”.
support from the Opposition, which Bruce Golding
initiated its formulation. This is the first Prime Minister of Jamaica
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Vision 2030 Jamaica | National Development Plan
Message
From The Leader of the Opposition
Our beloved National Anthem, itself a and the Tourism Master Plan for
prayer for structured guidance to our Sustainable Development stand out as
country’s development has enshrined two recent examples of the recognition
within it the abiding request of our of the need for visioning and forward
Father to “Give us vision lest we perish”. planning and the measured tangible
outcomes that confirm this to be a
Yet the process of visioning is not just critical component of nation building.
occasioned by spirited prayer. It depends
upon a structured and committed It is therefore fitting that the Planning
process of consultation, alignment and Institute of Jamaica has successfully
realignment to ascertain the true spearheaded the process of developing
MEssages
Page xii “Jamaica, the place of choice to live, work, raise families and do business”
Message from the Leader of the Opposition
Messages
various strategies and activities will patrimony. On this measurement we
continue to benefit from the full cannot fail; or the outcomes we all agree
participation of the citizenry and of all to be necessary for the attainment of
interest groups. Developed Country status will be
unnecessarily denied us.
Our collective ownership of this process
will redound to the nation’s benefit. I intend to always be the greatest
Once properly implemented and advocate for this process and avail my
monitored the past inequities that have energy and focus and that of the People’s
affected many in our society will be National Party, within and without the
corrected. The achievement of this Plan Parliament to its success.
and its successful implementation will be
seen by future generations of Jamaica as Portia Simpson Miller
a treasured part of our collective Leader of the Opposition
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Vision 2030 Jamaica | National Development Plan
Acknowledgements
Vision 2030 Jamaica - National Development We are also grateful to the following
Plan was prepared with the invaluable individual Consultants, who at short notice
contribution, dedication and commitment of provided significant assistance: Dr. Neville
the Jamaican people, at home and in the Beharie, who helped to clarify and articulate
Diaspora, who dared to act decisively to the issues for integration of the sector plans
specify their vision of a secure and into the National Development Plan; Mr.
prosperous future by 2030. Michael Fairbanks, who brought international
and transformational perspective to the
Specifically, the PIOJ thanks all those who process; Dr. Weishuang Qu, from the
contributed their resources, time and Millennium Institute, and Dr. Damien King,
intellect to initiate, prepare and finalize the UWI, for providing technical expertise in
Plan, including: the Government of Jamaica building the T21 Jamaica Model, and in
and the Opposition which mandated and training the PIOJ core model team, for on-
guided the process; the Ministries, going use and application of the model,
Acknowledgements
Departments and Agencies; the Cabinet respectively; Mrs. Dawn Sewell-Lawson, for
Office; the many stakeholders including developing the results-based performance
students, academia, officials and technical framework for monitoring and evaluation of
staff in the public and private sectors; non- the Plan; Mrs. Carole McDowell, for her
governmental organizations; the man-in-the technical review and editing of the final draft
street; trade unions and civil society, who of the integrated Plan; and Ms. Gina
assisted in crafting the Vision and providing Sanguinetti, who edited the first draft of the
the scope and direction for the Plan. document.
The PIOJ pays special tribute to the Vision 2030 Jamaica has drawn from the
Chairpersons and members of the various work of the Education Transformation
Task Forces drawn from the public and Programme, Jamaica Justice System Reform,
private sectors and civil society who the PIOJ Dialogue for Development Series,
generously gave of their time, technical and PIOJ 50th Anniversary Conference, published
creative ideas, and worked assiduously to works, the lessons of previous national
develop the draft sector plans. Their work development plans, and international best
was highly complemented by the external practices.
review panels which provided critical review,
intellectual advice and comments, referenced Jamaica owes much to the Caribbean
by their extensive experience and Development Bank (CDB), the Canadian
perspectives, thus laying the foundation for International Developent Agency (CIDA) and
the formulation of this integrated Plan. other international development partners,
which provided financial and other resources
The PIOJ is also indebted to the Plan to start and maintain the process.
Advisory Group (PAG), led by the Hon. Karl
Hendrickson, and consisting primarily of Finally, the PIOJ acknowledges the work of
industry leaders who brought the unique its staff, in particular the Plan Development
perspectives from their respective fields to Unit, which worked tirelessly to complete
the early stages of the Plan formulation this Plan.
process.
Page xiv “Jamaica, the place of choice to live, work, raise families and do business”
National
Vision “Jamaica, the place of choice to live,
work, raise families, and do business”
What does Where do we want
this mean? to be by 2030?
(The National Goals) (The National Outcomes)
1
1. A Healthy and Stable
Jamaicans are Population
empowered to 2. World-Class Education
achieve their fullest and Training
3. Effective Social
potential Protection
4. Authentic and
2
Transformational Culture
The Jamaican
society is secure, 5. Security and Safety
cohesive and just 6. Effective Governance
7. A Stable Macroeconomy
8. An Enabling Business
Environment
4
Structures
Jamaica has a
13. Sustainable Management
healthy natural and Use of Environmental
environment and Natural Resources
14. Hazard Risk Reduction
and Adaptation to Climate
Change
15. Sustainable Urban and
Rural Development
“Jamaica, the place of choice to live, work, raise families and do business” Page xv
Vision 2030 Jamaica | National Devevlopment PlanPlan
1 2
Jamaicans are Jamaicans are Jamaicans are The Jamaican
empowered to empowered to empowered to society is secure,
achieve their fullest achieve their fullest achieve their fullest cohesive and just
potential potential potential
National Outcome 1: National Outcome 2: National Outcome 3: National Outcome 5:
A Healthy and Stable World-Class Education Effective Social Security and Safety
Population and Training Protection
!"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.
• Maintain a stable population •Infuse poverty and vulnerable • Strengthen the capacity of
• Ensure that children 0-8
• Strengthen disease issues in all public policies communities to participate in
years old have access to
• Expand opportunities for the creating a safe and secure
surveillance, mitigation, risk adequate early childhood
poor to engage in society
reduction and the education and development
sustainable livelihoods • Reform and modernize the
responsiveness of the health programmes
• Create and sustain an law enforcement system
system • Enable a satisfactory learning
effective, efficient,
• Strengthen the Health environment at the primary • Improve the security of the
transparent and objective
level border and territorial waters
Promotion Approach system for delivering social
• Ensure that the secondary • Strengthen the anti-crime
• Strengthen and emphasize assistance services and
school system equips school capability of law enforcement
the primary health care programmes
leavers to access further
approach • Promote greater agencies
education, training and/or
• Provide and maintain an participation in, and viability • Strengthen the management,
decent work
of social insurance and rehabilitation and
adequate health • Accelerate the process of
pension schemes reintegration of clients of
infrastructure to ensure creating and implementing a
efficient and cost effective standards-driven and correctional services
service delivery outcomes-based education
• Establish and implement a system
• Develop and establish National Outcome 4: National Outcome 6:
sustainable mechanism for Authentic and Effective
financing and management
human resources mechanisms for schools Transformational Culture Governance
• Establish effective • Ensure a physical
governance mechanisms for environment in all schools !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.
supporting health services that is safe and conducive to •Promote core / • Strengthen the process of
• Support national food learning at all levels of the transformational values citizen participation in
security school system • Promote the family as the governance
• Strengthen the linkages • Ensure that adequate and central unit of human • Reform the justice system
between health and the high quality tertiary development • Ensure tolerance and
environment education is provided with • Preserve, develop and
respect for human rights and
an emphasis on the interface promote Jamaica’s cultural
• Introduce a programme for freedoms
with work and school heritage
sustainable financing of • Expand mechanisms to • Integrate Jamaica’s nation • Engage in constitutional
health care provide access to education brand into developmental reform
and training for all, including processes • Strengthen public
unattached youth • Strengthen the role of sport institutions to deliver
• Promote a culture of in all aspects of national efficient and effective public
learning among the general development goods and services
populace • Foster equity in all areas of
• Establish a National the society
Qualification Framework
• Strengthen accountability
• Strengthen mechanisms to
align training with demands and transparency
of the labour market mechanisms
Page xvi “Jamaica, the place of choice to live, work, raise families and do business”
National Vision
3
Jamaica’s Jamaica’s Jamaica’s
economy is economy is economy is
prosperous prosperous prosperous
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Vision 2030 Jamaica | National Development Plan
4
Jamaica has a Jamaica has a
healthy natural healthy natural
environment environment
Page xviii “Jamaica, the place of choice to live, work, raise families and do business”
National Vision
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GDP figures used for 2000 - 2007 utilize the 1993 System of National Accounts and 2003 base year.
“Jamaica, the place of choice to live, work, raise families and do business” Page xix
Vision 2030 Jamaica | National Development Plan
Page xx “Jamaica, the place of choice to live, work, raise families and do business”
Executive
Executive Summary
Summary
“…I know the plans I have for you…plans to prosper you and not to harm you, plans to give you hope and a future”
(Jeremiah 29:11)2
Introduction
Jamaica, the largest English-speaking processes, and a collapse of some locally-
island in the Caribbean, is known owned financial institutions from 1995 to
worldwide for its vibrant culture, 1997.
sporting prowess and physical beauty;
and boasts of its political stability, We also have experienced relatively low
favourable climate, geographic location rates of economic growth that compare
and abundant natural resources. Our unfavourably with our regional and
island is home to a warm-hearted, international counterparts, low
talented and diverse people. productivity in most sectors, lack of
national consensus on critical socio-
We have made considerable progress economic issues, poor student
towards meeting international standards outcomes, severe environmental
in a number of our key social indicators, degradation, and high rates of violent
including the achievement of high life crime. Governance has been an area of
expectancy, near universal enrolment in particular concern, with erosion of social
primary and junior secondary education, capital and trust, an inefficient justice
and widespread access to potable water. system, political polarization, and weak
By 2015, we will have achieved many of accountability mechanisms in the public
the Millennium Development Goals sector. One profound impact of this has
related to poverty, child nutrition, been the sustained outward migration of
universal primary education, and access many Jamaicans, including the highly
to safe drinking water, among others. educated, who have chosen other
countries in which to live and dedicate
In spite of these achievements, since their talents.
gaining independence in 1962, our
country’s development has been Our quest for economic development
characterized by paradoxes and has been affected by a series of external
potential: periods of expansion have shocks including hurricanes, the impact
alternated with periods of poor of the terrorism attack in the USA in
economic performance; growth has September 2001, a steep rise in
occurred alongside social issues of oil prices and international recessions.
inequity including inequalities in wealth Nonetheless, we have seen
and opportunity; and we have consolidations of structural adjustment
experienced major social and political and liberalization processes, reductions
reforms, structural adjustment in poverty levels, and dynamic expansion
2
The Bible - New International Version (NIV).
“Jamaica, the place of choice to live, work, raise families and do business” Page xxi
Vision 2030 Jamaica | National Development Plan
Within this context, therefore, we are “Jamaica, the place of choice to live,
forced to examine and to strategically work, raise families, and do business”.
and explicitly address the factors that
limit decisive progress towards higher This envisages a major transformation
levels of development in order to from a middle income developing
advance the well-being of our nation. country to one which affords its citizens
Importantly, we must chart a new a high quality of life and world-class
direction for realizing our hopes and standards in critical areas including
aspirations for a brighter tomorrow and education, health care, nutrition, basic
forge an irreversible path to sustainable amenities, access to environmental goods
prosperity for all. and services, civility and social order. In
the Jamaican context, these elements are
For decades we have relied upon our fundamental to the achievement of
natural endowments and short- and progress towards a more sustainable
medium-term national development society which integrates and balances
plans to realize our national the economic, social, environmental, and
development objectives. Our planning governance components of national
efforts have had only limited success, due development - a development that
to inherent weaknesses which included “meets the needs of the present without
relatively short-term planning horizon, compromising the ability of future
inadequate resources to support generations to meet their own needs.”3
implementation, an ineffective
3
World Commission on Environment and Development: Our Common Future. Oxford: Oxford
University Press. 1987.
Page xxii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Executive Summary
Vision 2030 Jamaica introduces a new Vision 2030 Jamaica aims at enabling
paradigm which redefines the strategic Jamaica to achieve developed country
direction for Jamaica and puts us on a status by 2030. It is based on seven
different path – a path that will lead to Guiding Principles which put people at
sustainable prosperity. The new paradigm the centre of Jamaica’s development.
will move from dependence on the These are: transformational leadership;
lower forms of capital – our sun and partnership; transparency and
sand tourism and exporting sub-soil accountability; social cohesion; equity;
assets and basic agricultural sustainability; and urban and rural
commodities, to development of the development. They give priority attention
country’s higher forms of capital – our to elements that are essential to
cultural, human, knowledge and delivering a world-class quality of life for
institutional capital stocks that will move all Jamaicans and reflect the key pillars of
us into higher stages of development.4 change needed to realize the Vision for
our nation.
The central challenge is to create the
conditions in which our productive
enterprises are able to generate greater Transparency Transformational
levels of wealth, and in which the social & Leadership
and environmental conditions and Accountability
general well-being of the
society are enhanced.
Partnership
Equity
People
Figure 2:
Social The Guiding Principles
Cohesion
Sustainable
Sustainability: Urban &
(Economic, Rural
Social, Development
Environmental)
4
There are seven forms of capital, namely: natural, man-made, financial (lower forms), knowledge,
human, institutional and cultural (higher forms).
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Vision 2030 Jamaica | National Development Plan
GOAL 1
Jamaicans are
Executive Summary
empowered to achieve
their fullest potential
GOAL 2 GOAL 3
The Jamaican Jamaica’s
society is safe, economy is
cohesive and just prosperous
GOAL 4
Jamaica has a healthy
natural environment
Page xxiv “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
National Outcomes
Executive Summary
development conditions and, when
and Strategies accomplished, lead to the achievement of
Operationally, the four National Goals the National Goals. Each outcome is
are mapped into 15 National Outcomes, aligned to a specific goal, and collectively
which in turn will be pursued through they provide the roadmap for
National Strategies. The National achievement and success under Vision
Outcomes reflect the desired changes in 2030 Jamaica.
1
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“Jamaica, the place of choice to live, work, raise families and do business” Page xxv
Vision 2030 Jamaica | National Development Plan
Page xxvi “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Executive Summary
Effective Social Protection are essential to the maintenance of
Vision 2030 Jamaica puts people at the harmony and a productive environment. Our
centre of its programmes and sees it as strategies will include measures to identify
important to identify and support the and promote our core values, strengthen our
vulnerable in our society. Under this families as the foundation of our society,
outcome,Vision 2030 Jamaica will reduce deepen our involvement in and support for
the vulnerability of our population by sport, and integrate our Nation Brand into
effectively addressing the needs of those national development.
who are unable to provide adequately for
themselves, and by ensuring that the eligible National Outcome # 5:
population is covered under some form of Security and Safety
pension or social insurance scheme, Vision 2030 Jamaica will not be realized
recognizing that a higher proportion of while our nation operates under a cloud of
elderly will be in our population by 2030. fear and without cohesion.This outcome will
The strategies to achieve this outcome restore a sense of security and safety to our
include: measures to identify and create society by: reducing the level of crime and
employment and business opportunities for violence in our country; providing adequate
the unemployed and underemployed poor; security and rehabilitation for individuals
improved targeting of and the provision of who are custodial clients in correctional
benefits to the needy; and measures to institutions; and providing restitution to those
increase the participation of persons with who have been victimized.The Plan is
disabilities in all spheres of national life. sensitive to social and demographic
dimensions such as gender and age and to
National Outcome # 4: the relationships between law enforcement
Authentic and Transformational agencies and communities. It will address
Culture the varying dimensions of crime such as the
We recognize the uniqueness of our role of criminal gangs, the drugs-for-guns
Jamaican culture, its impact on the world trade, “donmanship” and border security.
stage particularly with respect to music, the Our strategies emphasize increasing the
visual and performing arts and sports, and capacity of law enforcement agencies,
the importance of having a shared sense of modernizing our law enforcement
identity, values and wholesome attitudes. institutions and legal framework, and
Under this outcome,Vision 2030 Jamaica empowering communities to participate fully
will ensure that our heritage is respected in mainstream society while decreasing the
and preserved by our people and all who influence of criminal networks.
come to our shores, and that the material
value of our culture as expressed through National Outcome # 6:
our creative industries contribute Effective Governance
meaningfully to the development of our Vision 2030 Jamaica proposes a
society. Additionally, we recognize that a strengthening of our model of governance to
positive sense of self and pro-social and overcome the various challenges that cut
transformational values such as respect for across our country’s developmental spheres.
others and their rights, punctuality, honesty The Plan recognizes the following as
“Jamaica, the place of choice to live, work, raise families and do business” Page xxvii
Vision 2030 Jamaica | National Development Plan
communities greater scope for their self- made progress in improving some aspects of
management and enable them to actively our business environment, other aspects are
participate in policy decisions at the national inefficient and unnecessarily burdensome.
level. Under Vision 2030 Jamaica, we will make
the necessary improvements to the business
National Outcome #7: environment by enhancing our institutional
A Stable Macroeconomy and regulatory framework for business
Economic development benefits from stable investment and operations, developing
and predictable macroeconomic conditions efficient local and external markets for
which reduce risk and uncertainty in goods, services, labour and capital, and
decision-making by economic actors. Our improving opportunities for micro, small and
macroeconomic challenges include high medium-sized enterprises.We will: improve
levels of public debt, persistent fiscal deficits and streamline bureaucratic processes
and a complex and cumbersome tax including those related to land ownership,
system.Vision 2030 Jamaica will address titling and transfer; strengthen the
these challenges to create favourable framework for e-commerce and protection
macroeconomic conditions for high and of intellectual property rights; strengthen our
sustained growth in the standard of living of bilateral, regional and multilateral relations;
our people.We will undertake the necessary expand the involvement of the Jamaican
steps to improve macroeconomic Diaspora in national development;
performance in the short- and medium- strengthen investment promotion and trade
term, while laying the foundation for fiscal facilitation; improve labour productivity and
and debt sustainability, an efficient and worker satisfaction; promote and develop
equitable tax system, financial system entrepreneurship; increase training and
stability, and price stability over the long credit facilities for MSMEs; and encourage
term.We will: eliminate fiscal deficits; reduce formalization of informal enterprises and
the relative size and servicing costs of the individuals.
public debt; reduce the cost of public bodies
Page xxviii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Executive Summary
Strong Economic Infrastructure and sustainable energy supply for our
High-quality infrastructure facilitates the country.We will diversify our energy supply,
efficient movement of persons, goods, and increase use of renewable energy.We
services and information, increases the will coordinate decision-making between the
productivity of economic processes and bauxite and alumina industry and the public
contributes to balanced and sustainable electricity supply to resolve the fundamental
spatial development. Vision 2030 Jamaica medium-term fuel choice between coal and
will ensure the development of world-class natural gas to replace dependence on
transport, telecommunications, water supply petroleum, based on economic and
and sanitation infrastructure that environmental considerations. At the same
contributes to the competitiveness of our time, we will become more efficient in our
producers and improved quality of life for use of energy throughout our economy and
our people. Our transport system will be society. Over the long term, we will take
expanded and adapted to meet the evolving advantage of emerging technologies that will
needs of our economy and society.We will: reduce our dependence on fossil fuels
improve and rationalize the road transport permanently.
infrastructure; ensure the completion of the
island-wide highway network; improve flow National Outcome # 11:
of traffic in urban centres; and plan modern A Technology-Enabled Society
railway linkages along key routes.We will Science, technology and innovation (STI)
expand our domestic and international air play a fundamental role in the creation of
transport infrastructure and services, and wealth and improvement of quality of life.
establish Jamaica as an integrated maritime Vision 2030 Jamaica will deepen the
centre.The development of a modernized application of science and technology to
public transport system and a multimodal benefit all aspects of national development
regional logistics hub will be priorities.We and unleash the full creative potential of our
will ensure that broadband infrastructure people.We will implement strategies to build
and access are expanded island-wide, and our capacity for undertaking research and
provide adequate and safe water supply and development, and for applying science and
sanitation services for economic and social technology to practical and productive uses.
uses. Public-private partnerships will be a We will develop a viable and robust STI
key approach in developing strong economic policy and promote lifelong learning and
infrastructure for our future. literacy in information and communications
technologies (ICTs). Under the Plan, we will
National Outcome # 10: establish a dynamic and responsive National
Energy Security and Efficiency Innovation System to create effective
Energy represents an essential input for linkages and partnerships among key STI
modern economies and social life. Jamaica is stakeholders, and build the critical mass that
almost entirely dependent on imported will enable us to ‘catch up’ as quickly as
petroleum as its primary source of energy. possible and take a leap forward in our
The long-term planning for the energy sector application of STI.These strategies also will
must focus on the heaviest users of energy lay the foundation for our long-term
– transport, the bauxite and alumina transition to a knowledge-based society and
industry and electricity generation – to innovation-based economy.
achieve meaningful improvements.
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Vision 2030 Jamaica | National Development Plan
Page xxx “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Executive Summary
industry, and take greater advantage of our Jamaica is distinguished by the worldwide
other mineral resources, particularly through reach of its culture, particularly music.
development of value-added products based Cultural and creative industries are among
on limestone.The strategic approach will: the fastest growing aspects of the global
develop cost-efficient energy solutions for economy, representing up to 7 per cent of
the bauxite and alumina industry and non- the world’s GDP. We possess the potential
metallic minerals sub-sector as a priority; to develop our cultural and creative
provide an integrated approach to land use industries into a major contributor to
planning, reserves management and economic growth based on our
infrastructure development for the sector; demonstrated competitive advantages and
establish a national entity to lead the the projected long-term expansion of the
development of non-metallic minerals; global creative economy.Vision 2030
encourage value-added production through Jamaica will realize this potential, through
market studies and application of research strategies to: enhance the capacity of
and technology; enhance labour relations creative enterprises, associations and
and productivity; assist in building viable individuals; build horizontal and vertical
mining communities; improve rehabilitation clusters and networks within the creative
of mined-out lands; and promote greater industries; establish processes to encourage
compliance with environmental standards formalization of creative enterprises;
and legislation. promote application of ICT to production,
distribution and marketing of creative
Construction products and services; and develop the
Construction has been a fundamental part policy, legal and institutional framework and
of the Jamaican economy for centuries. financing mechanisms to facilitate and
The modern construction sector provides the encourage the development of our creative
means by which the new Jamaica is being industries.
built, and has many linkages with other
sectors. Vision 2030 Jamaica will develop a Sport
competitive construction sector that Our sportsmen and sportswomen have
supports sustainable development, with the demonstrated the ability to compete
flexibility to adopt and adapt new successfully at the highest international
construction technologies. We will: expand levels.The successes of national sporting
certification and licensing for operatives, teams such as the Reggae Boys and
contractors and professionals; improve the Sunshine Girls in international competitions,
enabling framework and business and the performance of the Jamaican track
environment; reduce the sector’s carbon and field team at the Beijing Olympics, have
footprint and waste generation; undertake provided occasions for unprecedented
demonstration projects that embody best demonstrations of national pride and unity.
practices; strengthen and improve the While our policy framework identifies sport
Government contracting system; establish a as a strategic priority for Jamaica, the
new construction industry policy and economic potential of sport has not been
development board; encourage application developed. Vision 2030 Jamaica will
of life-cycle costing and value engineering; increase the growth of sport as a business
and support increased participation by local and commercial activity that contributes to
construction sector enterprises in domestic, our economic development, and provides a
regional and international markets. source of wealth for a wide range of
professions, including athletes, coaches,
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Vision 2030 Jamaica | National Development Plan
Page xxxii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Executive Summary
contributor to socio-economic and cultural becoming the basis for the success of
development, with a well-educated, highly economies and social systems.
skilled and motivated workforce at all levels
within a safe, secure and sustainably National Outcome # 14 :
managed environment. We will: widen the Hazard Risk Reduction and
participation in the tourism industry by local Adaptation to Climate Change
stakeholders; improve training and working Natural and man-made hazards which lead
conditions at all levels; promote investment to disasters have dire consequences for
and economic linkages; diversify our tourism economic activities, infrastructure, human
product, source markets and market welfare and natural resources management.
segments; improve standards and levels of To a large extent, disasters result from the
customer service; increase the value earned failures of development policy to mitigate
and retained from each tourist; increase the vulnerability to hazard events. Climate
use of Jamaican inputs and culture in all change is likely to increase the incidence of
areas of the industry; and strengthen the natural disasters by causing extreme
integration of tourism development with weather events to occur more frequently.
sustainable land use planning and Under Vision 2030 Jamaica we will place
environmental management. greater emphasis on hazard risk
management activities and programmes for
National Outcome # 13 : reducing our existing and future
Sustainable Management and Use of vulnerability.We will incorporate climate
Environmental and Natural Resources change scenarios in future economic and
Vision 2030 Jamaica will ensure that land use planning and provide a framework
environmental considerations become to ensure that we reduce the risks
integral factors in socio-economic decision- associated with natural hazards by
making, thereby moving us into the realm of integrating hazard considerations into our
a green economy. To achieve this outcome, country’s development planning.
Vision 2030 Jamaica will give priority
attention to: increasing environmental National Outcome # 15 :
awareness of the general population and Sustainable Urban and Rural
their participation in the management of Development
natural resources; providing an effective Physical planning approaches employed in
regulatory framework for the conservation past decades are inadequate for today’s
of our natural resources; incorporating Jamaica.Vision 2030 Jamaica creates a
environmental considerations into decision- framework for urban and rural development
making processes; determining the economic that supports the economic and social
value of our biodiversity and ecosystem development of all parishes to achieve their
services, as well as the long-term economic full potential, thereby creating sustainable
consequences of the continuing loss of communities. We acknowledge that poor
biodiversity; and preserving and renewing spatial planning in the past has resulted in
ecological capital. Our Plan articulates a mix various problems as is evidenced by run-
of national strategies that focus on the down town centres, urban sprawl,
effective management of our country’s environmental degradation, unsafe and
environmental and natural resources.This dilapidated housing, planned and unplanned
will ensure the continued provision of development in ecologically-sensitive areas,
essential environmental goods and services crime and disorder, rural-urban migration,
as we recognize that proactive and poverty.
“Jamaica, the place of choice to live, work, raise families and do business” Page xxxiii
Vision 2030 Jamaica | National Development Plan
The Plan proposes a spatial arrangement of The monitoring and evaluation system
land use that facilitates social and economic for the Plan will be highly participatory
development, respects the environment and and include the Government, private
satisfies the need for safety, efficiency, sector, civil society and international
aesthetics and social justice. We will development partners (IDPs). The
encourage the development of new and institutional framework defines roles and
progressive legislation to reflect the country’s responsibilities at three levels: political,
changing demands, and a modernized technical and consultative.
planning system, including clarification and
strengthening of the roles of the various The Cabinet has ultimate responsibility
agencies involved in physical planning. for implementation of the National
Development Plan, and will be
Implementation, Monitoring responsible to Parliament for reporting
and Evaluation Framework on the implementation and coordination
The success of Vision 2030 Jamaica of Vision 2030 Jamaica. The Planning
depends on the effectiveness of its Institute of Jamaica is the Technical
implementation. This process will involve Secretariat for the National
the efforts of a wide range of Development Plan. The Secretariat will
Executive Summary
Page xxxiv “Jamaica, the place of choice to live, work, raise families and do business”
Introduction
Introduction
Well, it’s all about Jamaica,
And our vision to gain first world status
So Jamaicans one and all,
Come on, and join us!...
…Come join in, join in, join in,
Vision 2030 Jamaica Plan!
“Jamaica, the place of choice to live, work, raise families and do business” Page 1
Vision 2030 Jamaica | National Development Plan
was rigorously reviewed by small multi- nor all the performance measures, over
disciplinary teams comprising critical 21 years.
Page 2 “Jamaica, the place of choice to live, work, raise families and do business”
Introduction
Introduction
This document contains five chapters
and seven Appendices, as follows:
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Vision 2030 Jamaica | National Development Plan
Introduction
Page 4 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1:
“Jamaica, the place of choice to live, work, raise families and do business” Page 5
Vision 2030 Jamaica | National Development Plan
“
Context for Vision 2030 Jamaica Overview of Socio-Economic
Development ...the challenges of
In retrospect, Jamaica’s development has economic dependence,
been characterized by paradoxes and including marked
potential. During the decade following inequalities in wealth
Independence (1962-1972), economic and opportunity, and
sectors such as mining, manufacturing resource constraints
and construction, and the tourism
prevented the
industry had strong growth. This resulted
in Jamaica being one of the leading development of the
countries in the Caribbean in economic economy from
development. However, resource reaching its full
constraints and the challenges of potential.
”
economic dependence, including marked
inequalities in wealth and opportunity,
prevented the economy from reaching its
full growth potential. the trade and foreign exchange regimes
and privatization of Government assets
The steady economic growth in key services including tourism,
experienced between 1962 and 1972 telecommunications and banking.5 The
occurred alongside many unresolved rapid liberalization of trade and foreign
social issues of inequity, including limited exchange regimes along with inadequate
access by the broad base of society to oversight and regulation of the financial
public goods and services such as services sector contributed to
education and health care. Economic inflationary pressures in the early 1990s,
infrastructure, such as roads, water, and and a full-blown crisis in the financial
electricity, was less than satisfactory. services sector from 1995 to 1997.
Labour market conditions and industrial After 1997, the financial services sector
relations were at best volatile. recovered, though at a substantial cost to
Institutional reform and the legislative the Government as reflected in
framework were fledgling and there was increased public debt. An important and
weak social cohesion in some areas. positive outcome was a strengthened
Despite these challenges, the society was regulatory framework for the financial
relatively peaceful, orderly and secure. services sector.
5
In the 1970s, the Government acquired the oil refinery and assets in the bauxite industry, consequent
on the decision of foreign companies to cease operating in Jamaica.
Page 6 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1: Context for Vision 2030 Jamaica
“Jamaica, the place of choice to live, work, raise families and do business” Page 7
Vision 2030 Jamaica | National Development Plan
Context for Vision 2030 Jamaica accountability in governance; and a high pillars of competitiveness, in most cases
perception of corruption permeating they are not efficiently or effectively
public and private sectors. supporting Jamaica’s transition to an
innovation-driven economy.
The Human Development Index10
considers Jamaica as a medium level Governance has been an area of
developing country, with an HDI score of particular concern, with erosion of social
0.736 ranking 101st out of 177 countries capital and trust, an inefficient justice
in 2008. This was below the level of system, political polarization, and weak
Barbados, the Bahamas, St. Kitts and accountability mechanisms in the public
Nevis, Antigua and Barbuda, and Trinidad sector. Transparency International
and Tobago, which ranked 31st, 49th, 54th, reported that Jamaica’s rank in
57th and 59th respectively. transparent and good governance slipped
from 57th in 2003 to 84th out of 132
In 2007, Jamaica’s GDP per capita stood countries in 2007. In order to correct
at US$4,147 (103rd among 210 nations this, Government introduced measures
and territories of the world). By to strengthen the required levels of
contrast GDP per capita in the accountability and to enable scrutiny by
developed countries was in the range of the public, particularly in the contracting
US$20,000 – US$120,000, while regional and procurement processes.13
counterparts Trinidad and Tobago and
Barbados enjoyed GDP per capita levels Jamaica ranked 54th out of 147 countries
of US$15,457 (58th) and US$12,687 in the 2008 Environmental Performance
(63rd), respectively.11 Index (EPI), outperforming many
developed countries and, along with the
The 2008-2009 Global Competitiveness Dominican Republic and Cuba, leads in
Index (GCI) ranks Jamaica 86th out of the Caribbean with respect to
134 countries, whereas Puerto Rico, environmental protection and
Barbados and Trinidad and Tobago rank sustainability. Despite the improvements
41st, 47th and 92nd respectively. The GCI in environmental management, Jamaica
report characterizes Jamaica as a was ranked as extremely vulnerable in
country in the efficiency-driven stage of the 2008 Environmental Vulnerability
development,12 which means that Index (EVI). We need to halt the
although we have some elements of the deterioration of the natural resources,
10
Human Development Report 2007/2008, UNDP (based on 2005 data).
11
GDP per capita in current dollars is based on the United Nations Statistics Division National
Accounts Main Aggregates Database. The range of developed countries is based on the IMF list of
advanced economies.
12
The GCI report utilizes three main categories to characterize a country. A factor-driven economy
competes on the basis of factor endowments, unskilled labour, natural resources and price. Countries
in the second tier are efficiency-driven and have to begin to improve both their productivity and
product quality in order to increase their competitiveness. This requires that they invest more in
higher education and training, promote more efficiency in goods and labour markets, increase the
sophistication of their financial markets and increase their application of existing technologies. At the
highest level, countries characterized as innovation-driven economies are able to sustain higher wages
and standards of living by offering new and unique products. This is only possible through innovation
and increasing the extent to which they add value to basic products. See Porter and Schwab, The
Global Competitiveness Report 2008-2009 (2008).
13
In 2002, the Government instituted the Access to Information Act to facilitate public access to official
documents.
Page 8 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1: Context for Vision 2030 Jamaica
the pollution of the Kingston Harbour, The impact of the global economic crisis
and the declining conditions of our on Jamaica is likely to limit, in the near
beaches and coral reefs. term, access to capital markets, reduce
the profitability of local businesses,
One profound impact of these stymie economic growth, reduce
economic, social, environmental and employment in critical sectors of the
governance challenges has been the economy, and worsen our balance of
sustained outward migration of many payments. The unfolding situation also
Jamaicans, including the highly educated, has negative implications for the
who have made other countries the advancement of our social development
places of choice to live and unfold their agenda as well as for the timely
talents. achievement of the Millennium
Development Goals.
Currently, we are facing a global
economic crisis that exceeds the scope The choice for Jamaica to become a
of previous downturns experienced developed society requires us to forge
since Independence and, if not an irreversible path to sustainable
addressed, could affect the prosperity by strategically addressing
implementation of the Plan. Since 2007, those deficiencies which impede
the global economy has been improvement in our productivity and
experiencing instability and decline constrain international competitiveness.
evidenced by: volatility in global stock These deficiencies include inadequacies
markets; sub-prime mortgage crisis and in the fundamental operations of our
declining real estate markets in North institutions, poorly maintained
America and Europe; rising levels of infrastructure, macroeconomic instability,
unemployment; and the failure of several and sub-optimal quality of public goods
international investment banks and and services such as health care and
companies. primary education.
“Jamaica, the place of choice to live, work, raise families and do business” Page 9
Vision 2030 Jamaica | National Development Plan
Context for Vision 2030 Jamaica Jamaica – SWOT Analysis country’s main strengths and
A summary of the context for our path weaknesses, as well as the opportunities
to sustainable prosperity, based on our and threats we face, is presented below.
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"""'*%$+/(."0('%+")'(,,$0 !"?1<(0)"+,"%.+5(."0.$1()*"0&(/%*
!"6.+5(."(3-(/0*2"$/"20$*/0*I")*0&/+.+%:"(/3" !"?/0'*(2*3".$>*.$&++3"+,"/()4'(."&(G('32
"""""$//+-()$+/ !"?1<(0)"+,"%.+5(.$G()$+/"(/3"'*%$+/(."
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""""<(')/*'2&$<2")+"$1<.*1*/)")'(/2,+'1()$+/
14
The analysis of strengths, weaknesses, opportunities and threats (SWOT Analysis) is a common tool
in strategic planning.
Page 10 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1: Context for Vision 2030 Jamaica
Development Planning
“Jamaica, the place of choice to live, work, raise families and do business” Page 11
Vision 2030 Jamaica | National Development Plan
Context for Vision 2030 Jamaica Figure 4: Forms of Capital - A Model for Jamaica’s Road to Prosperity
Capital Stocks
of a Nation
Institutional
Page 12 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1: Context for Vision 2030 Jamaica
“Jamaica, the place of choice to live, work, raise families and do business” Page 13
Vision 2030 Jamaica | National Development Plan
Context for Vision 2030 Jamaica !"Equity • have achieved relatively high levels
This guiding principle will facilitate and of per capita income;17
ensure equality of opportunity and equal • possess advanced productive
rights for all citizens including access to sectors;
public goods and services such as • enjoy high quality infrastructure and
education and health care. The new social services;
paradigm will promote the human rights • undertake relatively high levels of
of our people, including the poor, and the research and innovation.
most vulnerable and marginalized
groups. It will identify and address In addition to these broad
gender biases that are often inherent in characteristics, the Human Development
macroeconomic and sectoral policies. Index (HDI) combines measures of life
expectancy, literacy, school enrolment
!"Sustainability and per capita GDP into a single index
Sustainable prosperity for our nation to measure relative human development
requires us to effectively integrate among nations.
economic, social and environmental
issues to enable us to make the wisest What does Developed Country Status
use of our capital stocks to meet the mean for Jamaica?
needs of current and future generations. In the Jamaican context, essential
We recognize that economic, social and elements needed to enhance the quality
environmental problems and solutions of life for all Jamaicans and for which
are all inter-connected and that an Jamaica can achieve world-class
integrated approach, underpinned by standards, as depicted by Figure 5,
good governance, to addressing these include: education; health care; nutrition;
issues will ensure that our development basic amenities; access to environmental
is sustainable. goods and services; civility and social
order. These elements are fundamental
!"Urban and Rural Development to the achievement of progress towards
This principle will encourage us to a more sustainable society with high
promote development in both urban and human development, which integrates
rural areas. It will allow for and balances the economic, social,
decentralization of power and decision environmental and governance
making at the local level, optimal use of components of national development.
resources in all areas, and facilitate the This sustainable approach has been
development of multi-sectoral and spatial defined as development that “meets the
linkages. needs of the present without
compromising the ability of future
Developed Country Status generations to meet their own needs.”18
There is no single definition of a However, in the initial period of
developed country. The generally implementation, deliberate steps must be
accepted concept refers to countries taken to change the mindset of our
that: nation.
17
The World Bank defines high-income countries as those with per capita Gross National Income
(GNI) of US$11,456 or more in 2007 as calculated using the World Bank Atlas method.
18
World Commission on Environment and Development: Our Common Future. Oxford: Oxford
University Press. 1987.
Page 14 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 1: Context for Vision 2030 Jamaica
Secure and
Prosperous
Society
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Vision 2030 Jamaica | National Development Plan
Page 16 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2:
National Goals
National Goals
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Vision 2030 Jamaica | National Development Plan
reach and transformational in character. In the broadest sense, the new paradigm
The Plan thus provides a comprehensive contained in the Plan seeks to achieve
framework in which the linkages among the four goals by developing, preserving
economic, social, environmental and and deploying the nation’s capital stocks,
governance spheres are made, and in a concerted effort to shift from the
presents a broad strategic thrust for the employment of lower forms of capital to
transformation of the Jamaican economy
“
and society towards sustainable
development and prosperity for the Many of us dare to believe
Jamaican people.
that this country ... may go
Vision 2030 Jamaica recognizes that out into the world to make
economic growth, while necessary, is not
sufficient to engender the establishment a contribution larger than
of sustainable prosperity for the our size alone would lead
Jamaican people. For this to be achieved,
”
sustained economic growth must be one to expect.
complemented with measures that
ensure broad participation in the (1962) The Rt. Excellent Norman
benefits of growth, and an environment Washington Manley, MM QC, National
Hero of Jamaica
that fosters creation of a society in
which citizens feel empowered and
secure enough to pursue a high quality
of life. Indeed, enhanced empowerment,
improved security and fairness, and higher forms of capital, thereby boosting
National Goals
2030
Vision 2030 Jamaica
Page 18 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
The four National Goals give greater 0.800 or higher that will rank us among
National Goals
articulation to our vision statement and the countries of the world with high
are the pillars on which the new human development.
paradigm for Jamaica’s sustainable
prosperity rests. Cascading from these Jamaica’s working age population will
goals, are fifteen National Outcomes reach a maximum of 66.5 per cent of the
which reflect the actual or intended total population by 2025, up from 63.4
changes in development conditions. Each per cent in 2007. This is referred to as
goal is aligned to a number of these the “demographic bonus” or “dividend.”
outcomes which provide the roadmap This increase in the working-age
for success. population of almost 200,000 persons
represents a unique one-off opportunity
GOAL 1: to increase the size and productive
Jamaicans are Empowered to potential of Jamaica’s human capital that
will not be repeated in the foreseeable
Achieve their Fullest Potential
future. However, the country faces
Vision 2030 Jamaica will create a society
higher costs associated with an aging
in which all Jamaicans are empowered to
population and increased longevity and
participate fully in the development of
must use the opportunity for economic
their country and to develop their
growth presented by its demographic
talents and abilities, thereby elevating
dividend to prepare for these long-term
their standard of living and quality of life.
trends.
By 2030 we will achieve an HDI score of
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Vision 2030 Jamaica | National Development Plan
While virtually all our citizens would like There are some who may be in need of
to attain a high standard of living, and higher levels of support than the
many have attained it, too many are majority in the society. These include
hindered by a wide range of obstacles. vulnerable subgroups such as the poor,
This is a major development challenge the elderly and persons with disabilities.
facing the country. The real purpose The society must ensure that provisions
behind economic development is to are made to enable these subgroups
improve the well-being of individuals. We through appropriate social protection
know that increased well-being of programmes.
individuals fuels their ability to be
productive contributors to economic
development. The empowerment of
Jamaicans should be seen both as a
contributor to their future personal
development and a result of the
economic development that is being
pursued – a veritable virtuous cycle.
education. The Global Competitiveness differences that exist between the two
Report21 points to other variables such population subgroups, males and females.
as workforce development and training Each gender is affected and responds
as important social factors that differently to the same policies and
contribute to economic development.
“
Other areas highlighted that contribute
to human capital formation include ...In Jamaica, the participation rate
culture, innovation and values and and performance of individuals in
attitudes. These perspectives echo wider the school system differ
sentiments that support the themes of substantially between males and
education and training, health, culture females. The labour force
and values and population planning as participation and employment
essential areas of focus for enabling rates are also markedly different by
individuals and society in general to gender. Most notably, the high
develop. propensity for males to be the
perpetrators and victims of violent
crimes... clearly points to the need
for a gendered approach to
development planning and
”
implementation.
20
Human Development Report, UNDP.
21
Published by the World Economic Forum.
Page 20 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
“
well with our enrolment at the primary
National Goals
Vision 2030 Jamaica seeks to level. The prevalence of poverty has
build on mixed progress... in been trending downwards, and in 2007
the social areas, in order to was reported to be 9.9 per cent, down
empower our people by from 14.3 per cent in 2006. However,
focusing on achievement of a maternal and infant mortality rates
high level of human resource continue to be higher than desired, with
development (education, the latter estimated at just over 21 per
1,000 live births in 2005. The global
training and health system
economic crisis that began in 2007 will
reform), fostering of innovation
impact our economy negatively and may
and cultural preservation, and affect our ability to meet our MDG
strenghening of systems geared targets for 2015.
to protecting vulnerable groups
”
in the society. Vision 2030 Jamaica will empower
Jamaicans to achieve their fullest
programmes. There are numerous potential through four National
examples of societal issues arising from Outcomes. These are:
differences in gender. For example, in • A Healthy and Stable Population
Jamaica, the participation rate and • World-Class Education and Training
performance of individuals in the school • Effective Social Protection
system differ substantially between males • Authentic and Transformational
and females. The labour force Culture
participation and employment rates are
also markedly different by gender. Most Through these outcomes, we will
notably, the high propensity for males to improve on the mixed progress made to
be the perpetrators and victims of date in the social areas by ensuring a
violent crimes, such as murder, clearly high level of human resource
points to the need for a gendered development (education, training and
approach to development planning and health system reform) fostering of
implementation. Under this approach, innovation, cultural preservation, and
each policy and programme should be strengthening of systems geared to
evaluated for its differential impact on protect vulnerable groups in the society.
men and women. The gender lens will
be used to evaluate societal issues such
GOAL 2:
as crime and poverty to support the
development of appropriate policies and The Jamaican Society is
programmes. Secure, Cohesive and Just
Vision 2030 Jamaica recognizes that in an
We have had mixed progress towards environment characterized by high levels
the empowerment of our people. of crime and violence and inequitable
Measured by the HDI, we have done well dispensation of justice, citizens are
in areas such as life expectancy (72.4 alienated and less productive than they
years in 2007), but we have not done as might be, and are more likely to engage
well with respect to some of our in destructive behaviour. This fuels a
educational outcomes such as literacy. vicious cycle that militates against
We also have had mixed progress with achievement of positive social, economic
respect to the MDGs. We have done and cultural outcomes. Under this goal,
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Vision 2030 Jamaica | National Development Plan
“
society that is safe, respects the rights of
all, operates with a sense of shared This goal establishes
values and offers justice and fair play in
the eyes of its members. Security and the importance of a
justice may only be attained and society that is safe,
sustained in an environment in which
human rights are respected and where respects the rights of
there is consensus around a set of all, operates with a
common values.
sense of shared values
The issue of crime and violence has and offers justice and
become one of the most pressing
concerns for Jamaicans. It has had a fair play in the eyes of
negative impact on all spheres of society its members.
”
and has been cited as being a major
factor contributing to the low levels of
GDP growth Jamaica has experienced
over the last 30 years.22 Segments of our Jamaica is globally recognized as a
society are crippled by fear and already country that has a strong democratic
scarce resources have been re-allocated tradition. The World Bank23 speaks of the
National Goals
Page 22 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
National Goals
that are in the public interest and entail a from its previous function as a
long planning horizon. development agency to that of a
facilitator of market-driven policies.
Elements contributing to the weakening
of governance in Jamaica include: Jamaica has made some strides towards
• apathy towards, and alienation from improving governance. Many of these
existing political institutions and initiatives are being led by Government
processes and increasing disregard and involve the private sector and civil
for the norms of civil society by a society, individually and collectively,
growing number of persons, seeking to meet the benchmarks of good
especially the young; governance. Examples of these initiatives
• poor performance of the economy include the Reform of the Public Sector,
and the persistence of poverty; Access to Information Act, Local
• increased criminal activity, including Government Reform, Local Sustainable
drug trafficking; Development Planning Framework and
• the inability of the State to sustain the MTF. Much remains to be done to
levels of welfare that were put in enhance governance in Jamaica; the Plan
place in the post-independence era; will address the key obstacles to good
governance.
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Vision 2030 Jamaica | National Development Plan
Vision 2030 Jamaica will achieve the goal goal because it has proven elusive for the
for the Jamaican society to be secure, majority of our people throughout the
cohesive and just through two National island’s history.
Outcomes:
• Security and Safety The starting point in creating a
• Effective Governance prosperous future for Jamaica is to
understand the wellspring from which
The first outcome includes those economic prosperity flows. Prosperity is
strategies that will be implemented determined by the productivity with
under the heading of national security, which a nation uses its resources to
including the functions of the Jamaica produce goods and services. The more
Constabulary Force and the Department efficiently a nation creates products and
of Correctional Services. The second services that are highly valued and
outcome focuses on the justice system, desired by its own citizens and by the
the role of the State, and other world, the more prosperous it will be.
governance matters relating to areas
such as social inclusiveness and rights.
“
Vision 2030 Jamaica has a
GOAL 3: Jamaica’s Economy is clear and compelling
Prosperous mission... to prepare the
Vision 2030 Jamaica has a clear and conditions and means by
compelling mission in guiding the nation which firms and individuals
to a prosperous future – to prepare the in the country will create
wealth with ever-increasing
conditions and means by which firms and
levels of productivity that
National Goals
”
favourably with the most productive world.
nations in the world.
24
Adapted from Fairbanks in Harrison and Huntington (eds.) (2000) Culture Matters, p. 270.
25
Ray, Debraj. (1998). Development Economics.
26
Productivity may be defined as the amount of output produced (in terms of goods or services) per
unit input used. One commonly applied measure is labour productivity as output per worker or
output per labour-hour. Total factor productivity or multifactor productivity measures changes in
output that are not directly caused by changes in inputs of capital and labour.
Page 24 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
National Goals
Competitiveness may be viewed as the set of institutions, policies, and
factors that determine the level of productivity of a country or economy.
The level of productivity, in turn, determines the sustainable level of
economic prosperity that can be earned by a country.
27
See for example, ILO (2008), World Bank (2003a).
28
IMF (2006a), Penn World Tables (Version 6.2), Jamaica Productivity Centre, World Bank (2003). For
example, one study indicates that unit labour productivity in Jamaica fell by a total of 27.5% from
1972 to 1998, while real unit labour costs rose by 32.5% over the same period - see Alleyne (2001)
as quoted in Hussey (2002).
29
The Jamaican economy has grown by an annual rate of only 1.9% in real terms over the entire period
from 1962-2007 (PIOJ), and by only 1.1% per annum from 1970-2007(based on the United Nations
Statistics Division National Accounts Main Aggregates Database). By contrast the world economy has
grown by a rate of 3.1% per annum from 1970-2007.
30
Annual % change in CPI as measured from December to December (ESSJ 2004-2008).
31
Services increased their share of Jamaica’s GDP from 65.6% in 1982 to 68.1% in 2007 based on
contribution to total goods and services production, i.e. GDP share excluding imputed bank service
charges (PIOJ).
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Vision 2030 Jamaica | National Development Plan
impact of natural and man-made hazards it is clear that we have not yet
on the economy. succeeded in diversifying our economy
into higher value-added production and
An important challenge is presented by exports.
the global economic recession which
commenced in US credit markets in As described above, our economic
2007, and spread in 2008-2009 to affect development faces many challenges
the economies of developed and including low growth rates, high debt
developing countries alike. The load, budget constraints, crime, weak
consequences for Jamaica are likely to export performance, poor education
include: reduced flows of direct performance and energy dependence.
investment; greater difficulty in sourcing However, these many challenges may be
financing from global capital markets; seen as the symptoms or outcomes of a
reduction in demand for Jamaica’s deeper challenge: that the underlying
exports; and a downturn in tourism basis for the productivity of the nation is
earnings. The impact will limit the obsolete. We are a nation whose
prospects for growth in our economy prosperity historically has been based on
and reduce funds available for spending sub-soil assets, location, sunshine and
on social services in the initial years of cheap labour.
implementation of the National
Page 26 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
National Goals
The importance of the higher forms of capital may be illustrated even for
developed countries with substantial endowments of natural resources. For
example, core copyright industries in the USA grew three times as fast as
the annual growth rate of the economy between 1977 and 1996, the year
when cultural products (including films, music, television programmes,
books, journals and computer software) became the largest US export for
the first time, surpassing other traditional industries, including
automobiles, agriculture, aerospace and defence.
Competing on these “basic factors” is judicial process that is quick and fair in
the most easily imitated form of administering justice; and spend
advantage that a nation can possess. substantial amounts of their revenue on
Research suggests that the higher the new product and market knowledge,
percentage of exports represented by training their employees, and developing
natural resources and raw materials, the trusted partnerships and unique brands.
higher the level of poverty that exists in This model allows long lead-times to
a nation.32 There are many regional develop complex products that meet the
economic units, nations and states that unique needs of demanding and
are as close to major markets as Jamaica sophisticated customers who have little
is, and that speak English, many of whom price sensitivity when paying for
enjoy over three hundred days of perceived value. It also allows for part of
sunshine, and have beaches, fertile soil, the economic surplus to be used in the
and mineral resources. compensation and training of employees.
This model is where revenue expansion
Dependence on these basic factors in a and high and rising wages intersect,
globalizing environment forces the nation where economic growth and social
and its firms to compete primarily on equity converge. But it is possible only
price. In the “Era of Total Global when the higher forms of capital are
Competition,” this model has become present and developed.
rapidly more unsustainable, and cannot
represent a path to developed country We are engaged in an historic process of
status for Jamaica. regional integration, driven by the
progressive implementation of the
There is another model. Competing Caribbean Single Market and Economy
based on the so-called higher forms of (CSME), which will see a profound
capital means using assets that are hard deepening of regional integration,
to measure, hard to see, but very including free movement of people, free
important. This model depends on the trade in services and capital market
protection of tangible and intangible integration. The CSME offers Jamaica the
property rights so that firms: may invest opportunity to participate more fully in
in innovation with little fear of someone expanded regional markets, and to
stealing their ideas; have access to a benefit as a member state of CARICOM
32
See Fairbanks and Lindsay (1997), Sachs and Warner (1995).
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Vision 2030 Jamaica | National Development Plan
“
Vision 2030 Jamaica creates a
Globalization brings opportunities, new paradigm for economic
threats and risks to the economies of prosperity. We will transform
developing nations – opportunities for our economic model from
competitive enterprises to access global dependence on natural,
markets, threats to inefficient industries financial and man-made capital
and firms from increased competition in to development based on the
domestic and export markets, and risks higher forms of capital -
of exposure to crises in global capital, institutional capital, knowledge
currency and commodity markets. Under resources, human capital and
the national goal for a prosperous
”
cultural capital.
economy, we will respond to the
challenges of globalization by pursuing
global competitiveness through the To achieve the goal of economic
National Goals
Page 28 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
National Goals
The Global Competitiveness Report clearly delineates the importance of
understanding the particular stage of development of each country:
“… almost everything matters for competitiveness. Universities matter, the
roads matter, financial markets matter, the sophistication of customer needs
matters, and so on. Many of these influences are deeply rooted in a nation’s
institutions, people, and culture. Improving competitiveness is a special
challenge, because no single policy or grand step can create competitiveness.
Ultimately all dimensions of the business environment must be improved. In
any given country at a particular point in time, however, there will be a few
elements that represent the most pressing barriers keeping companies from
reaching higher levels of productivity. These barriers can be identified only by
understanding the specific circumstances in a country or region.
Improvements in some areas of the business environment will have little or
even negative effects unless the binding constraints to productivity are
removed.”
Source: Global Competitiveness Report 2007 - 2008
33
MDG 8 has the following targets: Address the special needs of least developed countries, landlocked
countries and small island developing states; develop further an open, rule-based, predictable, non-
discriminatory trading and financial system; deal comprehensively with developing countries’ debt;
provide access to affordable essential drugs in developing countries; and make available benefits of
new technologies, especially information and communications.
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Vision 2030 Jamaica | National Development Plan
Page 30 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
National Goals
successful environmental management is myriad of challenges including:
increasingly becoming the basis for the fragmented subdivisions; unbalanced
success or failure of economies and regional development; urban sprawl;
social systems.37 limited availability of affordable housing;
squatting; inequity and poverty;
Jamaica’s location, geography and geology environmental degradation; and
make the island prone to several natural congested towns due to the increasing
hazards. Major threats include landslides, dependence on automobiles.
hurricanes, floods, droughts and
earthquakes. We are increasingly These challenges are inter-related.
acknowledging the importance of climate Although some effort has been made to
change, the consequences of which are address them, existing development
profound, particularly on Jamaica and policies have not been sufficiently
other highly vulnerable Small Island comprehensive and far-reaching.Vision
Developing States (SIDS) which are 2030 Jamaica proposes to: foster
characterized by a high concentration of innovative urban and regional planning
development and essential infrastructure (based on sustainability principles);
along the coasts. The impacts of climate decentralize power and decision-making;
change will include sea-level rise and the optimize the use of resources; facilitate
accelerated erosion of coastal zones, the development of multi-sectoral and
increased frequency and intensity of spatial linkages; and identify and harness
hurricanes, more flooding of coastal the growth potential of each area, to
areas, coral reef destruction, and the create sustainable rural and urban
spread of vector-borne diseases. This communities.
goal will focus on the development of a
comprehensive integrated approach to Vision 2030 Jamaica will achieve the goal
hazard risk management and climate for Jamaica to have a healthy natural
change. environment through three National
Outcomes. These are:
Jamaica suffers from a proliferation of • Sustainable Management and Use of
economic and social policies that do not Environmental and Natural
adequately consider spatial implications Resources
for the achievement of balanced regional • Hazard Risk Reduction and
development in terms of equitable Adaptation to Climate Change
distribution and access to services and • Sustainable Urban and Rural
employment opportunities.38 While some Development
benefits have been derived from the
37
“Building Resilience in SIDS: The Environmental Vulnerability Index”, UNEP.
38
A Strategy Document for the National Sustainable Development Plan for Jamaica (2002-2022),
National Environment and Planning Agency.
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Vision 2030 Jamaica | National Development Plan
39
The United Nations System of National Accounts groups the resident institutional units that make up
a country’s economy into five sectors: the non-financial corporations sector; the financial corporations
sector; the general government sector; non-profit institutions serving households sector; and the
households sector. The presentation of national economic data is often grouped under two sectors –
the goods-producing sector and the services sector. Similarly national economic data are sometimes
presented under individual productive sectors (e.g. manufacturing, mining and quarrying, distributive
trade), while reference also may be made to the social sector as well as to individual social sectors
(e.g. health, housing). The range of sectors as considered under Vision 2030 Jamaica is indicated by
the list of Task Forces formed to develop sector plans (see Appendix 2).
Page 32 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 2: National Goals
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Vision 2030 Jamaica | National Development Plan
National Goals
Page 34 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3:
National Outcomes
National Outcomes
1. A Healthy and Stable Population
2. World-Class Education and Training
3. Effective Social Protection
4. Authentic and Transformational Culture
5. Security and Safety
6. Effective Governance
7. A Stable Macroeconomy
8. An Enabling Business Environment
9. Strong Economic Infrastructure
10.Energy Security and Efficiency
11.A Technology-Enabled Society
12.Internationally Competitive Industry Structures
a. Agriculture
b. Manufacturing
c. Mining and Quarrying
d. Construction
e. Creative Industries
f. Sport
g. Information and Communications Technology (ICT)
h. Services
i. Tourism
13.Sustainable Management and Use of Environmental
and Natural Resources
14.Hazard Risk Reduction and Adaptation to Climate Change
15.Sustainable Urban and Rural Development
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Vision 2030 Jamaica | National Development Plan
World-Class
Effective
Education
Social
and
Protection
Training
National Outcomes
Jamaicans are
Empowered to
Achieve their
Fullest Potential
A Authentic
Healthy and
and Stable Transformational
Population Culture
Page 36 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
National Outcome # 1
A HEALTHY AND STABLE
POPULATION
Overview
Under this outcome,Vision 2030 Jamaica
builds on the positive results achieved
for our population and health profile in
recent years (e.g. life expectancy which
stood at 72.4 years in 2007), to ensure
that where the health and other
population outcomes are weak (e.g.
infant mortality which stood at 21.3 per
thousand in 200540) they will be
strengthened to compare with the best
in the world.41 We expect our average
life expectancy to be higher than 76
years. We will achieve this by raising the
standard of our health care delivery and
“
Prior to the 1980s, our population policy
Vision 2030 Jamaica was synonymous with reduction in
will build on the fertility and population growth.42 Since
positive outcomes that then, the policy framework has been
have been achieved by broadened to include mortality,
the health sector … to international and internal migration,
ensure that the urbanization and settlement. Further
delivery of health revision to the policy resulted in the
care… compares with addition of gender, children, the aged, and
the best in the world. the environment as concerns for
population policy and planning.43 Our
”
country will maintain this focus as we
strive to achieve a balanced and stable
population.
40
Demographic Statistics 2007, STATIN.
41
Infant mortality rates ranging from 2.9 per 1,000 in Iceland to 5.1 per 1,000 in Cuba.
42
The Jamaica Family Planning Association (FAMPLAN) pioneered programmes for fertility reduction in
the non-Government sector while the National Family Planning Board (NFPB) played the dominant
role for similar interventions in the public domain.
43
The National Population Policy was revised by the PPCC and adopted by Parliament in 1996. The
revised Policy included all areas in the earlier policy and incorporated others which were considered
relevant in light of the changing demographic conditions.
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Vision 2030 Jamaica | National Development Plan
“
We regard the promotion and
maintenance of good health as a concern The aging of the
for which the entire society should take
responsibility. We will focus attention on population,
the dissemination of information to particularly the
empower individuals to make healthy growth of the elderly
choices. We will place emphasis on
strengthening our primary health care
and the working age
system to prevent simple health care cohorts, will emerge
issues from escalating into chronic and as one of the most
life threatening outcomes. We will significant
transform our secondary and tertiary
care institutions and enable them to demographic and
focus their resources on delivering high socio-economic
quality care. challenges to face
At all levels of the health care system, we
our country.
”
will strengthen the human resources
paying particular attention to categories
National Outcomes
such as our nursing staff and female. The population growth rate was
pharmacists. We will ensure that our estimated at 0.5 per cent. This rate has
equipment and physical structures are been the same for the last four years. By
the most appropriate and adequate for 2030, it is projected that the population
the demand that will be placed on them. will have increased by approximately 7.1
per cent to 2,872,000.45 Some 51 per
One of the enduring impediments to cent of the population is expected to be
accessing health care is the lack of females. However, the age composition
adequate financing. Various mechanisms of our population will be notably
such as public private partnerships, different. Our working age and elderly
health insurance and user financing have population will constitute a higher
been explored. In 2007, a policy was proportion of the population as a result
implemented to enable all users of the of declines in fertility and mortality rates
public health care system to access and emigration of our younger
health care without charge for most population. The process is commonly
services. Under Vision 2030 Jamaica, we referred to as ‘aging’ (of the population).
will continue this policy and explore This has led to our country now being
appropriate and sustainable mechanisms classified as one with a ‘moderately’ aging
for continued health financing. population but it will enter into a phase
of rapid aging within the next three
Population Profile decades. Evidence of aging is seen when
Jamaica’s population was estimated to be increases in the median age are observed
2,682,100 at the end of 2007.44 Just over over time. The median age for men and
50 per cent of the population was women moved from 16.4 years and 17.9
44
Economic and Social Survey Jamaica, 2007.
45
Based on estimates for 2008 from the Statistical Institute of Jamaica.
Page 38 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
respectively in 2005. The aging of the As with the child population, the
population, particularly the growth of the proportion of youth (15–24) in our
elderly and the working age cohorts, will population has been declining. In 2005,
emerge as one of the most significant the number was 491,700 (18.5 % of the
demographic and socio-economic population). By 2007, the number had
challenges to face our country. fallen to 459,139 (17.1 % of the total
population). In both periods, the gender
Child Population distribution was in favour of females who
The proportion of children (0-14 years) accounted for just over 50 per cent of
in our population was estimated at 29.4 the youth population. Based on medium
per cent (782,600) of the total level growth projections,47 this age
population in 2005. By 2007, it had cohort is expected to decline to 14.6
declined to 28.3 per cent. This age per cent of the total population by 2030.
The gender distribution is expected to
be reversed with just over 50 per cent
males. Although this age group overlaps
with the working age population, it has
been singled out because of its
vulnerability to a number of social ills.
For example, the unemployment rate
among youth is more than twice the
overall rate for all age groups within the
working population. They are the
primary victims and perpetrators of
crimes, particularly violent crimes. The
Photograph contributed by C. Hughes
46
The dependency ratio shows the population that is dependent (child 0-14 years and elderly 65 and
over) as a proportion of our working age population.
47
Based on projections made in 2008 by the Statistical Institute of Jamaica.
48
In 2007, they comprised 27 per cent of the working age population.
“Jamaica, the place of choice to live, work, raise families and do business” Page 39
Vision 2030 Jamaica | National Development Plan
49
Based on 2008 projections made by STATIN.
50
This figure is based on individual reporting and was not medically or scientifically determined.
Page 40 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
care givers. “determinants of health” are in the social
and economic realm (see Textbox).
The PWDs are generally characterized
as persons with low levels of formal Life Expectancy
education and training who face hostile Jamaica ranks high among developing
labour market conditions and countries with respect to the health
employment relations. This is a subgroup status of the population. This status is
whose rights and capacity to contribute the result of improvements that
will be addressed under Vision 2030 occurred in the 20th century. Life
Jamaica in all spheres of our activities. expectancy at birth increased from 38
years in 1900 to 72.4 years in 2007. The
Health Profile infant mortality rate, which measures
The health of a population is not only a child survival and is a good indicator of a
reflection of the level of development of country’s health status, declined to 21.3
the society but also a contributor to the from 174.3 deaths per 1,000 live births52
capacity of the society to develop. The over the same period. The improvements
least healthy populations are found in the in life expectancy apply to both men and
world’s least developed countries.51 This women. However, the life expectancy for
might be explained by the fact that the women has always been higher than that
of men and this disparity has been
growing. While the life expectancy for
Determinants of Health women is higher (75 compared with 69
• Socio-economic status (including for men) health adjusted life expectancy
income and employment) after the age of 60 shows that women
• Level of education spend more time in illness and disease
• Environment (work, housing, than men.
physical)
• Nutrition and food security Measured against the Human
• Lifestyle Development Index, Jamaica ranked
• Cultural factors above the average life expectancy of
• General living conditions and developing countries, which was 65.0
experiences (poverty, years in 2006. The Human Poverty Index
discrimination, social exclusion that measures deprivation in three basic
and opportunities for social dimensions (long and healthy life,
support and networking) knowledge and a decent standard of
• Mode of transportation living) also ranked Jamaica relatively
• Genetics highly in 2007, at 34th of 108 developing
• Violence and crime countries.53
51
For example, sub-Saharan Africa, which is one of the poorest regions in the world, has the highest
level of HIV/AIDS in the world and also accounts for high rates of infection from diseases such as
tuberculosis and leptospirosis. This compares with countries such as the USA which, although among
the first to have identified the HIV/AIDS virus as present in their society, has maintained relatively low
levels of infection.
52
The latest available data on infant mortality was for 2005.
53
UN Human Development Report 2007, pp. 239.
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Vision 2030 Jamaica | National Development Plan
Table 4: Leading Causes of Visits to Health Facilities by Health Region,56 2007 (January-June)
6)($7($(8*98&:$8
;$(#)%7&*%" 0/->2, 2-004 4-.44 3->0> 40->3, +/5/
<%7=&
A$')&*BC%)'7%"
6)($7($(8 +,-4>. 4-0.0 2->,0 4-,/+ ,+-0+, /.51
D)'=EFG)'H8?<6I
R=*'*U)=87'G8?*=)7E8?F%M$"8T7U7)=7-8+>>2
54
For example diabetes and diseases of the circulatory system (hypertension).
55
Latest period for which data were available.
56
SERHA-South East Regional Health Authority; NERHA-North East Regional Health Authority;
WRHA-Western Regional Health Authority; SRHA-Southern Regional Health Authority.
Page 42 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
There were also differences in the rate reverse. There are also myths that give
National Outcomes
of occurrence of the different types of greater exposure of young girls to risk.
illness between males and females which Many women are not sufficiently
are not indicated in the table. For empowered to insist on safe sex
example: practices.
• the rate for Endocrine, Nutritional
and Metabolic Disease57 was 35 per Measures employed in the fight against
cent higher in females than in HIV/AIDS have two broad objectives.
males; These are to prevent the spread of the
• the rate for cerebrovascular disease and to mitigate the impact on
diseases was 24 per cent higher in individuals who have contracted the
women than in men; virus. The Threshold 21 Jamaica model
• the rate for Ischaemic Heart was used to simulate the impact of using
Disease was 9 per cent higher in preventative measures versus increasing
men than in women; the availability of antiretroviral (ARV)
• the rate for homicides among men drugs which are used to mitigate the
was 8 times that of women. impact of the virus on those who have
contracted it. The
model suggests
Table 5: Leading Causes of Death Ranked in Order of
Frequency (By Sex) – Jamaica 2005 that prevention
(testing, behaviour
change, ARV for
7*.% G%<*.% HIV infected
!"#123(,&02%4#5-6&060(2*.#*23# females who are
!"#$%&%'&()*+,-.*&#/0+%*+%+
7%6*'(.0,##/0+%*+% pregnant) would
8"#123(,&02%4#5-6&060(2*.#*23# have a greater
8"#$%&%'&()*+,-.*&#/0+%*+%+
7%6*'(.0,##/0+%*+% impact in reducing
9"#:+,;*%<0,#=%*&6#/0+%*+%# 9"#=>?%&6%2+0)%#/0+%*+%+ the spread of the
disease than
@"#=>?%&6%2+0)%#/0+%*+%+ @"#:+,;*%<0,#=%*&6#/0+%*+%
focussing on
A"#B6;%&#=%*&6#/0+%*+%+# A"#B6;%&#=%*&6#/0+%*+%+ supplying ARV.
1,(2(<0,#*23#C(,0*.#C-&)%>#D*<*0,*4#8EEF
One of the major
With respect to HIV/AIDS, the health concerns is that Jamaica has
male:female infection ratio in the 10 to among the highest rates of cervical and
19 age group was 1:2.84. Adolescent prostate cancer in the world. Both are
females in the 10 to 14 age group face preventable, and mortality from both can
similar risk and those in the 15 to 19 age be lessened by better knowledge of
group face three times the risk of screening, early diagnosis, better
acquiring the infection when compared laboratory facilities, and more prompt
to males in the same age groups. Male to recall when tests are positive.
female transmission is easier than the
57
These include diabetes and some forms of cancers.
“Jamaica, the place of choice to live, work, raise families and do business” Page 43
Vision 2030 Jamaica | National Development Plan
58
World Health Report 2001.
Page 44 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
of Health care choices.
Public Health Care System The public health system has been
While health services are delivered challenged by resource constraints to
through a mixture of public and private meet the increased demands on its
sector effort, our public sector is the services resulting from the abolition of
main provider of these services. They are “User Fees.” As one of the mechanisms
delivered through a decentralized system to overcome this challenge, the MOHE
comprised of four Regional Health has developed partnerships with local,
Authorities (RHAs) that are each regional and international organizations
responsible for health care delivery in to improve its ability to deliver a high
their respective regions.59 The Ministry quality health service and ensure the
of Health and Environment (MOHE) is health and wellbeing of our population.
responsible for: policy formulation,
development and monitoring; creating Public Expenditure on Health Care
new relationships between the MOHE Public expenditure on health as a
and its agents; and oversight of the percentage of GDP was 2.3 per cent
regions. compared with 6.9 per cent for Cuba,
3.2 per cent for Haiti and 2.4 per cent
The MOHE has a five year strategic for Trinidad and Tobago.60 These
planning cycle. A new National Strategic expenditures must be understood
Plan for 2006-2010 took effect in April against the background of the total
2006. The public sector’s priorities for estimated population which was 11.3
health include: the need to million for Cuba, 9.8 million for Haiti, 2.7
reduce/control the spread of HIV/AIDS; million for Jamaica and 1.3 million for
focus on Maternal and Child Health, for Trinidad and Tobago.
example, reducing maternal mortality;
and implementing the Healthy Lifestyle Private Health Care Delivery
Policy, promulgated in 2004, to control Private health care providers participate
the incidences of lifestyle related in the delivery of primary health care
Chronic Non-Communicable Diseases mainly through the plethora of health
(CNCDs). centres and private doctors who
operate throughout the island. They are
The strategies dictate increased major participants in the delivery of
attention to health education and specialized medical services and
promotion to reorient our people secondary health care. There are eight
towards health seeking behaviour. This is private hospitals and some 2,000
based on recognition of the cause and physicians in private practice. A major
effect principles of engaging in risky portion of the ambulatory and primary
behaviour related to lifestyles, and care is delivered in the private sector.
facilitating individuals taking Private hospitals handle about 5 per cent
responsibility for their own health status of the total hospital services; the public
59
The major proportion of health care complement was de-centralized in 1997 with the promulgation
of the Health Services Act and establishment of four Regional Health Authorities, to deliver health
care to the population.
60
UNFPA State of the World Population 2008.
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Vision 2030 Jamaica | National Development Plan
health care system. Areas such as the concerns. In contrast, many of our
infant and maternal mortality rates primary health care institutions which
which are higher than desired are causes should serve the needs of most of the
for concern. outpatients are under-utilized in part due
to under-resourcing of key health
Issues and Challenges personnel and equipment.
Some of the major issues and challenges
that must be addressed to achieve HIV/AIDS and STDs
improvements in our health are HIV/AIDS continues to be a threat to
summarized below. the society (although major reduction
has been reported in areas such as in the
Under-resourced Facilities and Aging level of mother to child transmission)
Infrastructure and sexually transmitted infections and
Our health care institutions at all levels diseases persist at a higher than
are under-equipped and under-staffed desirable rate. Simulation exercises
with respect to some categories of staff. conducted with the T21 Jamaica model
Much of the infrastructure is old. The suggest that a failure to reduce the
ability of these institutions to deliver the prevalence of HIV/AIDS will lead to a
required level of service is severely reduction in the average life expectancy
restricted by these shortcomings. The of our population by 2030. These
recent policy to increase access to projections are concurrent with
health services by abolishing user fees scenarios generated by STATIN
has brought these shortcomings into regarding the potential impact of
greater focus. HIV/AIDS on our population by 2030. It
is therefore important to continue and
strengthen the ongoing measures to fight
HIV/AIDS and sexually transmitted
diseases.
Page 46 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
Although recent surveys commissioned changes have contributed to obesity and
by the Ministry of Health and nutrition-related chronic diseases.
Environment suggest that the level of Despite progress, we have not fully
satisfaction with service delivery by achieved the objectives of the Food and
health personnel is high, users of both Nutrition Policy63 to provide adequate
public and private health care facilities food and nutrition for all, due in part to
persistently complain about the poor issues of affordability and poor food
quality of service. These complaints have choices. Nutrition is particularly
been mainly associated with a shortage important to the health of certain
of medical personnel61 and signal the population groups, including children,
need for greater accountability by the adolescents, pregnant and lactating
staff, better training, and a higher level of women, and the elderly. Our country
staffing to reduce the burden on certain remains at risk with respect to the
categories of health care personnel. supply of adequate nutrition to
vulnerable segments of our population,
Uneven Distribution of Tertiary Care and therefore the long-term health of
Institutions the population is at risk.
Tertiary level health care institutions are
unevenly distributed throughout the Environmental Risks
island, and this limits access to intensive The state of the environment is
health care opportunities for large important to the maintenance of a
segments of the population. This healthy population. An unhealthy
sometimes results in unnecessary loss of environment presents the risk of
life. Many of these institutions either supporting and spreading diseases,
have vital equipment that are non- vectors of diseases such as rats and
functional or are without tertiary care mosquitoes and of the population
equipment. These conditions will be encountering hazardous wastes (such as
reversed under Vision 2030 Jamaica. lead and insecticides) and atmospheric
pollution. Diseases of the lung and lead
Shortage of Health Personnel poisoning are examples of conditions
Jamaica, as in the global environment, is that might arise from air and ground
experiencing a shortage of health care pollution. In much of our country, waste
personnel. This is compounded by the of all types is improperly disposed of and
inability of our local institutions to offer our atmosphere is polluted through
competitive salaries and benefits, which sources such as emissions from factories
contributes to a high level of migration and automobiles. We must implement
of our highly skilled health care appropriate measures to enlighten the
personnel, particularly nurses, without population on acceptable ways of
adequate replacement. disposing of waste and implement
standards that will contain the levels of
Food and Nutrition atmospheric, water, and ground
Over the last three decades, Jamaica has pollution.
moved increasingly toward a higher fat,
61
Referenced in the Economic and Social Survey Jamaica 2007, p. 23.4.
62
Turner-Pitt, Marchelle and Sharmaine Edwards (2006). Situational Analysis of Food and Nutrition in
Jamaica. Ministry of Health, Kingston.
63
The Food and Nutrition Policy was first established in 1973 and has since undergone
several revisions. The last revision was in 2008.
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Vision 2030 Jamaica | National Development Plan
?FW2H?FR#>WXFW<G2<> X<>0H?>2AR<#FG<?I2<>#
0+%''&'1#2')(&(/(,#.3#4%5%&6%
National Outcomes
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"!# $%&'(%&'#%#)(%*+,#-.-/+%(&.'#
>(%(&)(&6%+#2')(&(/(,#.3#4%5%&6%
?%(&.'%+#@%5&+8#0+%''&'1#A.%7;
!"B# >(7,'1(:,'#;&),%),#)/7=,&++%'6,C#
5&(&1%(&.'C#7&)D#7,;/6(&.'#%';#(:,# $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(#
7,)-.')&=,',))#.3#(:,#:,%+(:#)8)(,5
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
07&=%(,#>,6(.7#0%7(',7)
!"E# >(7,'1(:,'#(:,#9,%+(:#07.5.(&.'#
?GH)
F--7.%6:
@AH)
IAH)#
!"J## >(7,'1(:,'#%';#,5-:%)&K,#(:,#-7&5%78 $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(#
:,%+(:#6%7,#%--7.%6:# 07&=%(,#>,6(.7#0%7(',7)
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"T## >(7,'1(:,'#(:,#+&'D%1,)#*,(U,,'#:,%+(:# ?%(&.'%+#<'=&7.'5,'(#%';#0+%''&'1#F1,'68#
%';#(:,#,'=&7.'5,'( $&'&)(78#.3#F17&6/+(/7,
H33&6,#.3#(:,#07&5,#$&'&)(,7
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"!V# 2'(7.;/6,#%#-7.17%55,#3.7#)/)(%&'%*+,#
$&'&)(78#.3#@&'%'6,#%';#(:,#0/*+&6#>,7=&6,
3&'%'6&'1#.3#:,%+(:#6%7,
Page 48 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
Population • Strengthen and improve policies,
Under Vision 2030 Jamaica, we will plans, programmes and other
maintain a stable population with a relevant capacities to provide
sustainable balance between the various reproductive health services and
demographic groups. While many commodities for all who need them
countries around the globe pursue the • Strengthen policies, systems and
goal of controlling the population growth programmes for mortality
rate, several developed countries have reductions and improvement in
moved beyond the point of stability, to health status
the point where they have a declining • Develop and strengthen systems
population. This is not a desirable and mechanisms to measure
outcome for Jamaica. Our ideal is to international migration flows for
have zero growth rather than negative or monitoring demographic
positive growth. To meet our characteristics
developmental objectives, we will need a
balance between our working aged 1-2 Strengthen Disease
population and those that are Surveillance, Mitigation,
dependent. Too sharp a decline in our
Risk Reduction and the
young working-aged population will
increase our dependency ratio to Responsiveness of the
unsustainable levels. This must be Health System
balanced against the fact that the fertility Globalization has increased the threat of
rate among our adolescent population infectious diseases. The outbreak of
(10-19 years) is higher than it should be. malaria in Jamaica in 2007 provides a
graphic example of this. Our society is
We will pursue the objective of ensuring grappling with HIV/AIDS which
that our different population subgroups continues to be a threat to our
such as the elderly, youth and population. The increasing
children are protected and prevalence of chronic and
empowered with their physical, lifestyle illnesses and
mental, spiritual and social needs environmentally induced
satisfied. To do this, we will illnesses emphasizes the
ensure that programmes are in need to maintain a focus
place to support the needs of on non-communicable
our population, particularly the diseases. Under Vision
vulnerable and that our birth, 2030 Jamaica, we will focus
death and migration rates are in on the prevention of the
balance. Many of the support spread of diseases of all
programmes for the various types. This includes
population subgroups will be transmissible diseases such as
implemented under different HIV/AIDS and other STDS
National Outcomes such as: World- as well as lifestyle and
Class Education and Training; chronic illnesses. We
Effective Social Protection; and will emphasize the
Authentic and Transformational institutional
Culture. responsiveness
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Vision 2030 Jamaica | National Development Plan
64
Health promotion has been defined by the 2005 Bangkok Charter for Health Promotion in a
Globalized World as "the process of enabling people to increase control over their health and its
determinants, and thereby improve their health." Means of health promotion include health education
and social marketing.
Page 50 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
Emphasize the Primary secondary health care facilities to
provide vital services that are not
Health Care Approach
delivered at the primary level
Under this strategy,Vision 2030 Jamaica
• Deepen and expand the shift to
will strengthen the primary health care
primary health care and reduce
institutions and the capacity of health
reliance on long-stay hospital care
personnel to ensure improved delivery
• Ensure the effectiveness of the care
and increased access to this level of
pathway
services. This will not only remove the
burden from the secondary and tertiary 1-5 Provide and Maintain an
level care institutions but more Adequate Health
importantly, it will create the foundation Infrastructure to Ensure
for good health for our people. The
approach being adopted is both
Efficient and Cost
comprehensive and integrated and Effective Service
involves communities, public-private Delivery
partnerships and inter-sectoral The public health sector has been
collaboration. Measures such as engaged in a programme of rehabilitation
increasing flexibility in the operational and renewal of its physical infrastructure
hours of health centres will be for several years. Notwithstanding the
implemented to allow access beyond improvements that have been achieved,
regular working hours. We will ensure much of the health infrastructure,
that the requisite facilities are available particularly the health centres, remains
to provide seamless transition through below acceptable standards. In order to
all levels of health care. maintain a population in optimal health,
the infrastructure must be improved. A
Selected Sector Strategies: well maintained, modern and appropriate
• Ensure efficient allocation of infrastructure will help to ensure that
resources to support the primary delivery of health services is efficient and
health care strategy cost effective.
• Build adequate support services
and mechanisms to ensure seamless Through this strategy,Vision 2030
transition throughout the care Jamaica will improve the infrastructure,
pathway – from primary to tertiary including buildings, equipment and
level care systems. It will incorporate increased use
Photograph by Howard Moo-Young
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Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
allocation of staff, increase the retention Governance Mechanisms
of qualified, competent personnel and
for Health Services
balance the training of new personnel
with the present and future needs of the Delivery
health care system. This will lead to The governance structure of the health
efficiency and effectiveness in our health care system is weak and reduces the
care delivery. Under Vision 2030 effectiveness and efficiency of health care
Jamaica, we also will strengthen the delivery. These weaknesses are
performance-based management system manifested in areas such as in the
to ensure that health care personnel acquisition and allocation of resources
maximize their potential. and a lack of uniformity in the quality
and adequacy of care delivered by public
Selected Sector Strategies: and private health care institutions. The
• Review the required competencies regulatory framework limits the extent
for the health workforce and to which the governance structure may
establish and implement a Human become effective and efficient. Under
Resources Strategic Plan to ensure Vision 2030 Jamaica, we will amend the
a sustainable supply of skills and regulatory framework as needed and
competencies for the sector increase the level of participation in
• Apply skills mix deployment and health care delivery through
task shifting of human resources for partnerships with various stakeholder
maximum efficiencies groups. Changes will be made in areas
• Strengthen the performance-based relating to the accountability framework
management system governing the operations of the RHAs,
• Establish a system to manage the their structures, reporting relationships
impact of migration of critical and roles and functions.
health care personnel
“Jamaica, the place of choice to live, work, raise families and do business” Page 53
Vision 2030 Jamaica | National Development Plan
65
See Turner-Pitt, Marchelle and Sharmaine Edwards (2006) p. 9.
Page 54 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
between Health and the ensure that, as a nation, we aggressively
and continuously identify and assess the
Environment
linkages between the health of our
Vision 2030 Jamaica recognizes that
population and the state of the natural
various environmental conditions can
environment and define appropriate
affect human health. Human-induced
long-term strategies to anticipate
changes in the environment such as
changing environmental conditions that
climate change and land use change have
may pose threats to human health.
resulted in the emergence of diseases
and contributed to the emerging
Selected Sector Strategies:
epidemiological transition.66 For
• Create appropriate frameworks to
example, changes affecting water
strengthen health security
resources can influence health via the
• Identify and assess the linkages
distribution of disease transmitting
between the health of Jamaicans
insects or pollutants in water. The World
and the state of the environment,
Health Organization (2006) estimates
and define appropriate long-term
that one quarter of all diseases are
strategies to anticipate changing
caused by environmental changes.
environmental conditions
Activities such as agricultural run-off,
• Generate and sustain action across
industrial discharges, mining, and
sectors to modify environmental
incineration have resulted in heavy metal
determinants of health
contamination of water bodies and soil.
• Infuse climate change issues into
These are a major health concern as
health policy (see National Strategy
they can lead to heavy metal
14-2)
accumulation in the tissues of humans
and other organisms and contribute to
health disorders such as cancers.
66
The relationship between human well-being and the natural environment is influenced by services
provided by ecosystems, and the health of many people around the world continues to be affected
by human-induced changes in the environment.
“Jamaica, the place of choice to live, work, raise families and do business” Page 55
Vision 2030 Jamaica | National Development Plan
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Page 56 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
National Outcome # 2
WORLD-CLASS
EDUCATION AND
TRAINING
Overview
Education and Training are universally Human Development Report to
agreed to be linchpins of the determine the level of development of a
development process. The level of country. Countries such as Ireland,
education and training of a society is one Singapore, Japan and Malaysia have all
of the key indicators used in the UNDP invested heavily in education and training
as drivers for their long-term
“
development.67
PROFILE OF THE EDUCATED
JAMAICAN Vision 2030 Jamaica recognizes the need
The Educated Jamaican will: for every Jamaican child to have access
1. Love to learn and will to education to the level that enables
therefore be a lifelong learner, him/her to access further education,
continuously developing
training and/or decent work. Demands
wisdom and knowledge
on education are growing – rapid
2. Be well-rounded, agile of mind,
able to adjust to different
technological change and the move
situations, responsible and able towards a knowledge-based society has
to make decisions meant a reassessment of the content and
3. Speak an additional language delivery of education to better face the
and have at least the minimum challenges of the 21st century. Demands
requirements for tertiary
for educational opportunities are also
education
4. Be a productive citizen-worker
growing. Participation in education has
in charge of his or her personal been increasing steadily due to
economic advancement population growth, higher rates of
5. Contribute to national primary completion, demands from
development by being: industry for a more highly trained
a. Socially-aware and workforce and a positive perception of
responsible
the gains to be made from progressing
b. Conscious of what is good
for society
to and completing secondary- and
c. Committed to a sustainable tertiary-level programmes.
lifestyle
d. Spiritually-conscious and Under Vision 2030 Jamaica, our country
mature will develop an education and training
e. Tolerant of diversity
system that produces well-rounded and
f. Rooted in his/her Jamaican
“Smaddiness”
qualified individuals who will be
”
(Task Force on Educational Reform Final Report)
empowered to learn for life, able to
function as creative and productive
67
For example, in 2005, Singapore spent 18.2% of its budget on education, while Jamaica spent 10% in
the same year (see Table 8).
“Jamaica, the place of choice to live, work, raise families and do business” Page 57
Vision 2030 Jamaica | National Development Plan
individuals in all spheres of our society the average beneficiary of our education
and be competitive in a global context. and training system will have completed
Our literacy rate for those over 15 years the secondary level of education,
old will exceed 98 per cent. acquired a vocational skill, be proficient
in the English Language, a foreign
We will build on the foundation of the language, Mathematics, a science subject,
education transformation processes at all Information Technology, participate in
levels of the system and on the sports and the arts, be aware and proud
outstanding achievements of the HEART of our local culture and possess
Trust/NTA68 in the development and excellent interpersonal skills and
delivery of technical, vocational workplace attitudes.
education and training.
We will strengthen our tertiary
Initially,Vision 2030 Jamaica will focus on institutions incrementally to ensure that
strengthening our capacity to support we have world-class graduates who are
the holistic development of the child and able to lift our production of goods and
provide opportunities for remediation services up the value chain beyond
and development of our under-trained simple processes and products. We
out-of-school population. We will recognize the important role of the
continue the process of transformation Management Institute for National
of our secondary school system to Development (MIND) in building the
ensure that it delivers individuals who capacity of public sector employees to
are well prepared for further education, deliver effective and efficient services.
training or work. At the very minimum,
68
Human Employment and Resource Training Trust/National Training Agency.
Page 58 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
Education in Jamaica is administered and other student fees.
primarily by the Ministry of Education
(MOE) through its head office and six The education system has had a mixture
regional offices. Formal education is of successes and failures. In areas such as
provided mainly by the Government, enrolment at the pre-primary (early
solely or in partnership with churches childhood) and primary levels, our
and trusts, as well as by private system compares favourably with other
institutions. Based on the stipulation of countries69 (see Table 8). Tertiary level
the Education Act (1980) the education enrolment as a percentage of the eligible
system consists of four levels: early cohort, although lower than developed
childhood, primary, secondary, and countries such as Japan and the UK, is
tertiary. Public education is funded higher than countries such as Singapore
primarily from taxation revenue through and Trinidad and Tobago.
annual budgetary allocations. Financing
for education delivered by private
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69
Although data on Jamaica were available for 2008, the year 2005 represents the latest period for
which data were available from the UNESCO database on all the countries being compared with
Jamaica.
“Jamaica, the place of choice to live, work, raise families and do business” Page 59
Vision 2030 Jamaica | National Development Plan
The percentage of Jamaica’s annual public school age without the necessary
sector budgetary allocation for preparation to access the primary level
education, up to 2005, was less than all curriculum; they under-perform at higher
the countries highlighted in Table 8, levels of the school system. To address
except for Japan. In the crucial area of the weaknesses, the Early Childhood
pupil/teacher ratio, Jamaica’s ratio of 28:1 Commission (ECC) has spearheaded the
was higher than all the countries shown implementation of requirements that all
in the Table. In 2008, there were early childhood institutions be registered
improvements for Jamaica in most of the to ensure that they meet a prescribed
categories compared. At the pre-primary set of minimum standards.
level, gross enrolment rose to 99 per
cent, secondary enrolment to 93.4 per Poor Performance of Children at the
cent and allocation for education rose to Primary Level
12.1 per cent. Enrolment at the primary The outputs of the public primary
level remained the same at institutions have been the subject of
approximately 95 per cent. intense criticism. These criticisms stem
from the apparent under-performance of
Issues and Challenges children at crucial stages in their
development due to a range of factors
National Outcomes
Page 60 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
Level percentage of them (30.4 %) passed five
At the secondary level, the student or more subjects without the inclusion
performance has been relatively poor. of Mathematics and or English Language.
For example, in 2008 54.4 per cent of
the children who sat the CSEC70 Gender Differentiation in
examination in English Language attained Performance
Grades 1-3. Students also continued to Another performance issue relates to
perform poorly at CSEC Mathematics the glaring disparity between males and
although the percentage of students females, particularly at the secondary and
attaining Grades 1-3 rose to 43 per cent higher levels of the education system.
from 35.3 per cent in 2007. When For all school types (public and private)
calculated as a percentage of the total and at all levels, girls consistently do
eligible cohort, 30.6 per cent attained better than boys. For example, on the
Grades 1-3 in English Language and 19.9 Grade 4 Literacy Test, there is a
per cent attained Grades 1-3 in substantial performance gap for those
Mathematics, in 2008. The basic entry who are in the “non-mastery” group,
requirement for tertiary institutions is putting a higher percentage of boys at
five CSEC subjects including English risk of being functionally illiterate by the
Language and Mathematics. In 2008, 24.7 end of Grade 6.71
per cent of the total cohorts met the
70
Caribbean Secondary Examination Certificate.
71
MOE, presented in JASPEV Progress Report 2006.
“Jamaica, the place of choice to live, work, raise families and do business” Page 61
Vision 2030 Jamaica | National Development Plan
concern. Over the three-year period of School Resource Officers (94 were
2003/04 – 2005/6 respectively, the trained in 2008).
combined male and female average
attendance at each level was as follows: Inadequate Access at the Tertiary
All Age – 75.4 per cent; Primary & Junior Level
High – 77.3 per cent; Secondary High – Entry to university level education is
82.1 per cent, Technical High – 84.5 per restricted by insufficient spaces, the
cent; and Agriculture High – 89.5 per inability to pay and the lack of
cent. Over the same period, the average matriculation requirements. Although the
male attendance rate was consistently number of locally-based universities has
lower than the rate for females. doubled to four and the number of
Page 62 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
foreign-based programmes and delivery through secondary levels and allow the
National Outcomes
modalities have increased and are still tertiary to be self-financing. It has been
growing, access problems remain for argued that in our context, the benefits
some. The Students Loan Bureau (SLB) to the country from investments in
provides loans and grants to qualified tertiary education far outweigh the costs
students who are financially challenged and justify continued budgetary support
but the funds are limited and benefits are to the institutions. Competing demands
channeled to individuals attending such as health care; early childhood,
approved institutions. In 2008, just over primary and secondary education are
98 per cent of applications for loans assigned lower priorities. The challenge
were approved by the SLB. The private remains as to how to optimally allocate
sector also provides financial assistance the resources among the competing
through grants and scholarships to priorities and increase the level of
students and colleges. These efforts are funding to education and training.
uncoordinated.
Other challenges include: how to retain
Variations in the Standard of Delivery and attract high quality teachers given
at the Tertiary Level the resource constraints and competing
Some institutions – local and foreign – global demands for them; how to
are operating without satisfying the modernize and adequately resource
standards of the University Council of learning institutions given the financial
Jamaica. This has called into question the constraints; and how to galvanize the
quality of output of these institutions. society for parents to provide a
The result is that some of our tertiary supporting and nurturing environment
level graduates are completing training for their children (at the Early Childhood
below the desired standard. and primary levels) at home and in the
community.
Misalignment with Labour Market
Demands Accountability
Universities, particularly the premier The need for higher levels of
institutions, are not sufficiently accountability throughout the system has
responsive to the demands of the labour been of grave concern among the
market. Increasing the linkages between education authorities. Increased
these institutions and the private sector, accountability will ensure that standards
particularly in the development of of delivery can be set and maintained at
delivery programmes and in their all levels of the system. This will improve
research agendas, offers prospects for both the quality in the delivery of
improving this situation. education and training and the
performance of learners who benefit
Resource Allocation from our education and training system.
Debates on how resources should be Efforts to improve accountability must
apportioned for education have led to be buttressed by extensive use of data to
suggestions that budgetary allocations inform, target, remediate and effect the
should be redirected to the pre-primary necessary improvements to the system.
“Jamaica, the place of choice to live, work, raise families and do business” Page 63
Vision 2030 Jamaica | National Development Plan
72
Global Competitiveness Report and Index.
73
Ibid.
74
Budgetary allocations to training outside of the teachers colleges and universities are largely financed
through the HEART Tax paid by employers directly to the HEART Trust Fund. Some $15.3 billion was
allocated to the provision of training in 2007. It was estimated that J$219 million is spent by the
private sector on training and workforce development annually (JEF, State of the Industry Report on
Training and Development 2001).
Page 64 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
deliver training in areas such as geographical location of some
management, banking and institutions restricts access to individuals
vocational/technical areas. Training and from other regions of the country.
workforce development programmes are
provided by community colleges, Poor Labour Market Alignment
teachers’ colleges, universities and other There is need to increase the degree of
public and private post-secondary congruence between the training
institutions and programmes. programmes offered by training
institutions and the demands of the
Issues and Challenges labour market. Training is often not
relevant to new demands and is
Largely Untrained Workforce and inadequate in some cases to quickly
High Levels of Illiteracy address the changing needs in the
Estimates suggest that close to 70.0 per workplace. More emphasis needs to be
cent of the labour force, or over 700,000 placed on training for job growth,
workers,75 have received no formal especially in the areas of hospitality,
training. Close to 20 per cent of the construction, and information and
labour force has been adjudged to be communications technology.
functionally illiterate.76 The proportion
of untrained individuals observed in the Inadequate Funding for Supporting
workforce is reflected in the Labour Force Training
unemployed pool from which the labour While 70 per cent of the labour force
force is drawn. These facts are indicative remains untrained, the level of funding
of the need to increase the avenues by available is inadequate to finance the
which training may be accessed. This will training required. Partnerships with the
create opportunities for training for private sector are being explored as a
individuals in the workforce who are means of addressing this constraint.
unable to access institutional training
due to work obligations. Insufficient Promotion of
Entrepreneurship
Inadequate Access to Training New employment opportunities and
Programmes growth in the economy are mostly
While Jamaica applies international created by new businesses. The training
standards and skill competencies in its system does not sufficiently promote a
workforce development and training, the culture of entrepreneurship. It is
capacity of learners to fully access the important that this system presents
learning process is often hampered by entrepreneurship as a possible and
the quality of the output of the desirable outcome of training.
75
STATIN Labour Force Survey, 2007.
76
A 2003 study (Fox, 2003) revealed that of first-time job seekers, 70.2 per cent had received no
vocational, technical or professional qualification. Close to 20 per cent of Jamaican adults were
illiterate, 15.0 per cent possessed only basic numeracy skills and some 142,000 youth were outside of
the education system and labour force. Of this number, 5.0 per cent had not advanced beyond
Grade 9. However, specialists from the Heart Trust/NTA suggest that the methodology used to
collect this data might have resulted in an overstatement of the number of people who are untrained.
“Jamaica, the place of choice to live, work, raise families and do business” Page 65
Vision 2030 Jamaica | National Development Plan
Page 66 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
In the development of our National remediation and more on the delivery of
Strategies, careful consideration has been secondary level education.
given to the issues and challenges Simultaneously, those who have left the
outlined above and to the underlying formal school system without achieving
factors contributing to the poor an acceptable level of basic education
outcomes at some levels of the will be provided with appropriate
education system. Simulation exercises avenues for upgrading themselves. We
conducted with the Threshold 21 (T21) will increase access to tertiary level
Jamaica model indicate that combined education and make it more relevant to
expenditure on education, infrastructure the labour market.
and national security would yield a high
growth rate for our country, School and training plants will be
improvements in health, and reduction in upgraded to provide appropriate and
the level of poverty and crime. We adequate space and facilities. These
therefore view education as a priority facilities will inspire and support the
area for attaining the goals of Vision 2030 inculcation of habits of enquiry and
Jamaica. The philosophy underpinning the reasoning as well as the growth of
National Strategies is outlined below, cognitive skills. They will facilitate
followed by the strategic framework and teaching and training efforts.
a listing of the National Strategies along
with selected sector strategies to Central to the transformation in
achieve those eleven strategies. education and training is the capability of
the teaching staff. Existing and new staff
We recognize that the poor quality of will be trained to acquire the knowledge,
primary and secondary school graduates classroom practices and philosophy
poses a substantial challenge to the consistent with current and emerging
competitiveness, development and worldwide education and training
progress of the country. The education practices. This training demands higher
and training systems must be advanced entry requirements to the profession
to ensure that graduates are able to and the introduction of proficiency
produce world-class goods and services. requirements for student-centred and
This will require the infusion of technology-assisted teaching by all
transformative values from the first to practitioners. It also demands the
the last contact that students have with strengthening of our teacher training
the education system. These values institutions and programmes to ensure
provide students with the fundamental that they are equipped to prepare the
attitudes that are required for their teachers for emerging education and
active engagement in innovative and training practices.
productive activities.
Parents, particularly those with children
Initially, focus will be on the early 0-5 years old have major roles to play in
childhood and primary levels to ensure the transformation process. Parents will
that children are given a solid foundation be sensitized to accept their central role
for progressing to higher learning and in the education of their children. The
reduce the likelihood of failure in higher role of mothers cannot be over-
examinations. This will allow the emphasized. This has implications for the
content and extent of support services
“Jamaica, the place of choice to live, work, raise families and do business” Page 67
Vision 2030 Jamaica | National Development Plan
resides in the quality of its human capital. of education and training, the private
sector has played a role.
Page 68 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
between the private and public sectors of each and some selected sector
and civil society in the delivery and strategies are listed below.
financing of education.
Table 10: National Strategies and Responsible Agencies - World-Class Education and Training
NDBX>ND[$]BMDB%RX%] M%]A>N]XS[%$DR%N@X%]$
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77
The term “Decent Work” originated in the International Labour Organization (ILO). It is used to
refer to employment that involves: opportunity for work that is productive and delivers a fair income;
security in the workplace and social protection for families; better prospects for personal
development and social integration; freedom for people to express their concerns, organize and
participate in the decisions that affect their lives; and equality of opportunity and treatment for all
women and men. The ILO has developed an agenda for the community of work referred to as the
“Decent Work Agenda.” The Decent Work Agenda is built on four pillars: standards and rights at
work; employment creation and enterprise development; social protection; and social dialogue.
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Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 2 - World-Class Education and Training
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Secondary School the school system to integrate new
System Equips School and emerging technologies and
ideas to improve the teaching and
Leavers to Access
learning process
Further Education, • Increase the use of cooperative
Training and/or Decent education
Work
Through this strategy,Vision 2030 2-4 Accelerate the Process
Jamaica will ensure that all students who of Creating and
exit the secondary school system have
skills and competencies that are relevant
Implementing a
to the labour market or for Standards-Driven and
matriculation to programmes of higher Outcomes-Based
learning. This strategy will establish Education System
broad-based curricula to create Under this strategy,Vision 2030 Jamaica
internationally competitive graduates will emphasize the institutionalization of
with skills, competencies, values and a competency-based approach78 in all
attitudes and interests which meet educational institutions at all levels. This
globally accepted norms. It will use approach recognizes that the learning
relevant state of the art technologies and process encompasses the acquisition of
ideas to improve the teaching and knowledge, skills and attitudes. This
learning process. It will institutionalize a strategy will improve the quality of
system of support services to help delivery of services supplied by local
students address deficiencies or educational institutions to meet the best
challenges (e.g. behaviour management global standards and to ensure that all
and counseling). schools of a similar level are similarly
resourced and capable of delivering to a
Selected Sector Strategies: comparable standard. Apart from the
• Widen curricula to expose all establishment of common national
students to academics, vocations, a standards, this strategy will include the
foreign language, sports, and the provision of appropriate infrastructure
arts and staff throughout the educational
• Create opportunities and system. Existing and new staff will be
programmes to enable students to trained to acquire the knowledge,
be responsible and caring citizens classroom practices and philosophy
and recognize the importance of consistent with current and emerging
contributing to the community worldwide education and training
• Ensure an adequate number of practices. The strategy is designed to
secondary school places for all retain the best teachers in the system by
students addressing the terms and conditions of
• Foster partnerships with industry service.
and other key stakeholders to
generate cooperative education
opportunities
78
The Competency-Based Approach to learning focuses on imparting the skills and talents needed to
be able to perform a particular task at a specified standard. The method involves using a series of
assessment tools that identify not only the technical skills that a candidate possesses but also his
behavioural competencies.
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Page 72 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
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effective parental involvement at all for accountability in the
levels of the education system, in management, security and
school governance and decision- maintenance of the school plant
making • Ensure that all regulations and
• Strengthen and enforce legislation governing operations of
performance-based systems that institutions are enforced
facilitate accountability in school • Create a positive, healthful,
management resource-efficient and
environmentally-friendly physical
2-6 Ensure a Physical environment at all school plants
Environment in all • Create a standardized prototype
physical environment to be
Schools that is Safe and
replicated in all schools nationwide
Conducive to Learning • Establish a framework for
at all Levels of the improving and maintaining the
School System quality of school plants (e.g.
Under this strategy, efforts will be made minimum standards for classroom
to preserve the safety of students and sizes, playing fields, green spaces,
staff in educational institutions and to school gardens, perimeter fencing)
create a physical environment that is
conducive to learning. Extortion, bullying, 2-7 Ensure that Adequate
substance abuse, sexual promiscuity and and High Quality
violence against students and staff are
Tertiary Education is
increasing in frequency. Under Vision
2030 Jamaica, we will ensure that all Provided with Emphasis
institutions have adequate spatial on the Interface with
facilities relating to ventilation, lighting, Work and School
green spaces, playing fields and secured This strategy focuses on ensuring that
perimeter fencing, and are equipped with tertiary level education in Jamaica is
new and emerging learning technologies internationally competitive in quality,
such as SMART80 boards. encourages entrepreneurship and has
specific relevance to the workplace. The
Selected Sector Strategies: strategy will ensure that Jamaican
• Ensure that all school plants meet universities collaborate with private
international standards institutions in areas such as research and
• Develop and establish mechanisms in the development of programme
to ensure equitable distribution of offerings to maintain relevance and
resources for maintaining and effectiveness. It also will create avenues
improving schools for increasing access to tertiary level
• Promote and facilitate community programmes by addressing the current
involvement in the operations of constraints of limited space and
schools unaffordable cost.
80
These are computerized, interactive whiteboards built by SMART technologies to be used in place of
chalkboards.
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Vision 2030 Jamaica | National Development Plan
Page 74 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
Learning among the relation to each other; and maintain
established global standards. It will
General Populace
provide recognition and credit for all
This strategy will support all forms of
learning of knowledge and skills. This
learning and lifelong skills upgrading for
framework will provide a basis for
all – in the education system, adult
evaluating and positioning various types
education and continuing training, at
of qualifications across the spectrum of
work, and in other settings in which
the education and training system.
people learn and develop their
knowledge skills and competencies. This
Selected Sector Strategies:
strategy promotes a culture that will see
• Establish the policy framework to
learning as an experience that continues
enable seamless articulation among
throughout an individual’s lifetime. It will
providers for the creation of a
infuse into the psyche an innate desire to
National Qualification Framework
access continuous education and training
(NQF)
from ‘cradle-to-grave’. New modalities
• Institutionalize a NQF within a
will be created to facilitate this culture.
broader range of disciplines
Selected Sector Strategies: • Institute a public awareness
• Infuse career education programme about the NQF
programmes in school curricula at • Encourage the involvement and
all levels buy-in of stakeholders to develop
• Increase public education training programmes and increase
programmes emphasizing lifelong competencies
learning • Ensure that local standards are
• Expand mentorship programmes - aligned with international norms
(Big Brother/Little Brother; Big and accepted globally
Sister/Little Sister) at all levels
• Establish career development 2-11 Strengthen the
centres and train persons to Mechanisms to Align
effectively guide individuals Training with Demands
• Establish work-based programmes of the Labour Market
for students in schools The aim of this strategy is to ensure that
• Expand technical and vocational training programmes conform to
education and training programmes national and sectoral labour market
in all schools demands and support individual
• Promote broad-based education employment needs. It will create
• Emphasize and implement mechanisms for increasing the
programmes targeting higher level responsiveness of training institutions to
training the shifting demands of industry. It
provides for greater linkages between
2-10 Establish a National training institutions and the private
Qualification Framework sector in the development and delivery
Vision 2030 Jamaica will create a single of programmes.
national qualifications framework to
ensure that all training programmes in
Jamaica: conform to established
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Vision 2030 Jamaica | National Development Plan
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National Outcomes
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Page 76 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
National Outcome # 3
EFFECTIVE SOCIAL
PROTECTION
Overview
People are the focus of the Vision 2030 regulations, safety nets and
Jamaica - National Development Plan. comprehensive policies are needed to
The outcome of Effective Social provide social protection for our people.
Protection, which centres on mitigating The three broad areas articulated in the
the vulnerabilities that can leave persons Plan under this theme are: Social
at risk, is integral to the Plan. Social Assistance (including welfare) and the
protection involves the provision of protection of Vulnerable Groups; Social
mechanisms to cushion citizens against Insurance and Pensions; and Poverty
losses in income and threats to their Reduction. Special attention is given to
economic security. Age, incapacity, persons with disabilities, in the broader
difficult circumstances, and shocks, such context of their need for enabling
as the sudden death of the main bread environments, as well as in relation to
winner in a family and catastrophic their prominent position among
illness, can create temporary or households living in poverty.
permanent impact on the ability of
persons to provide for their own basic Social Assistance and Protection of
needs. Social protection therefore Vulnerable Groups
imposes an important role on In the context of social assistance and
Government, particularly where the very the protection of vulnerable groups,
vulnerable are concerned. A mix of Vision 2030 Jamaica acknowledges a
financial provisions, facilitatory clear role for the State. Given the human
rights perspective and people-centred
“
remit of the Plan, we will ensure that
Vision 2030 those citizens who are unable to provide
and care for themselves will be
Jamaica will put supported through the resources of the
people at the State and its partners. Partners with the
State will include the families and
centre of its
communities to which the vulnerable are
programmes attached, along with voluntary and faith-
and… reduce based organizations. Families and
community members will be encouraged
the vulnerability to become the primary caregivers for
of our the vulnerable in the society, with the
support of the State to supplement their
population… efforts.
”
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Vision 2030 Jamaica | National Development Plan
We will ensure that adequate and These include children, youth-at-risk, the
appropriate provisions are in place for elderly, persons with disabilities (PWDs),
physical care and safety, in accordance persons impacted by HIV/AIDS, women,
with global standards. We will provide and poor families. This list is a
care without compromising dignity, and demographic characterization, and is not
place emphasis on support and exhaustive. The reform process envisages
rehabilitation. further identification and targeting of
vulnerable groups requiring social
In light of scarce resources, objective assistance.Vision 2030 Jamaica will
means of selecting beneficiaries will be promote appropriate services and
maintained, so that benefits of the social infrastructure for these groups. For
assistance system are targeted to the example, we will identify and address the
neediest members of the population. unique needs of children through the
Under Vision 2030 Jamaica, we will build protection of their rights and promote
on the achievements of the Programme adequate family, community and State
for Advancement through Health and support for their care and security.
Education (PATH) and other social
assistance programmes. The selection Other aspects of social assistance to
mechanisms and other aspects of social vulnerable groups include the provision
National Outcomes
assistance delivery are being enshrined in of health subsidies through the Jamaica
new legislation to repeal the Poor Relief Drugs for the Elderly Programme, the
Law of 1886. National Health Fund and the Drug Serv
programme for the purchase of
From time to time, the social assistance medication. Government has been
system is called upon to respond to responsive to important changes in the
emergency situations such as natural or population structure, and in life
man-made shocks or other events. expectancy and morbidity rates. This is
Under the Social Safety Net Reform critical for social protection, since the
Programme (SSNRP) initiated in 2000, elderly and persons with chronic
there are ongoing and pending projects illnesses are vulnerable to financial
which require a responsive and capable distress. Since 2008, Government has
social assistance system. In this regard, waived most fees in the public health
strategies to further strengthen the care system.
institutional capacities within the key
ministries and agencies, as well as within Our strategies are not only concerned
non-governmental and community with the alleviation of circumstances, but
organizations, are included as short to include a careful analysis of different
medium term imperatives in Vision 2030 vulnerabilities, how these can be
Jamaica. The use of modern technologies, prevented or diffused, and in general, the
enhancement of human resources and levels of social infrastructure that must
the building of case management be established for the enhancement of
capacities are all integral to the direction quality of life. Our Plan addresses such
being taken in the modernization of vulnerabilities as homelessness, youth-at-
social assistance delivery. risk, impact of natural disasters, deportee
and refugee status, human trafficking, and
Several vulnerable groups are already chronic illnesses. The aim is to create
identified in social development practice within the various arms of the social
and programming within our country. assistance network, the capacity to treat
Page 78 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
temporary or permanent. The Plan to NIS pensioners through the NI Gold
recognizes the urgent need for public Health Plan.
education to raise awareness among
families of the rights of vulnerable Occupational pensions are offered within
persons, as well as many of the other the public sector to different groups of
issues in social protection. professionals, e.g. police, teachers,
judiciary. Many private sector
Social Insurance and Pensions organizations offer their employees
Social insurance and pension coverage private pension packages negotiated with
are essential for limiting personal risk, established pension providers.
and for cushioning families against
poverty. These types of provisions are Significant reforms in the regulation of
expected to extend some level of the pensions industry have been
income security for old age or incapacity undertaken since 1999. The first phase of
for work. In this context, the Plan this reform introduced a regulatory
recognizes two broad levels of framework for the management and
provisions: the National Insurance administration, and fiduciary integrity of
Scheme (NIS); and occupational (public these schemes, embodied in the Pensions
and private) pension schemes. Act of 2005. A second phase to these
reforms focuses on strengthening
The NIS is a contributory scheme existing legislation for safeguarding the
managed by the Government, which has adequacy of pension benefits (portability,
had its own legal standing since 1966. All vesting, indexation, protection of
employed and self-employed persons are benefits).
eligible to contribute to the scheme,
which offers a range of benefits during Vision 2030 Jamaica places emphasis on
working life, and after retirement. The increased participation among our
NIS provides a minimum guaranteed citizenry, wider coverage particularly
pension, which citizens need to within the informal sector, extensive
supplement with other income sources. public education to improve awareness,
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Vision 2030 Jamaica | National Development Plan
and the strengthening of viable pension under 24 per cent to just below 10 per
fund capacity. Addressing the challenges cent. This is the result of several factors
of the plethora of public pension including the Government’s poverty
schemes with their separate legislations, reduction programmes which have
as well as the need for fully funded tended to be multi-dimensional and
schemes, will require public consultation focussed on human capital development.
and legal reform. Long-term reduction in the level of
poverty will be more challenging, given
Poverty Reduction the level to which it has been reduced
Poverty has beenIncidence
declining (seeofFigure
Povertyand the downturn in the global economy
2000-2007
10). Over the period 2000 to 2007, the that began in 2007. The latter is likely to
prevalence of poverty declined from just have negative impact on its prevalence.
Incidence of Poverty 2000-2007
30.00%
Figure 10: Prevalence of Poverty 2000-2007
National Outcomes
30.00%
22.50%
22.50%
15.00%
15.00%
7.50%
7.50%
0%
2000
2001
2002
2003
2004 0%
2000 2005
2001 2006
2002 2007
2003
2004
2005
2006
2007
KMA Other T
Towns
owns Rural Areas Jamaica
Source: Adapted from Survey of Living conditions, 2007
Page 80 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
reduction of poverty are embodied in changing dynamics and needs of
effective social protection. Poverty has vulnerability. The efforts at developing a
negative impacts on social cohesion and National Disability Act point to the need
social justice. While social assistance for legislated recognition of the rights of
measures will support those families and persons with disabilities, so that
individuals with limited capacity to help discrimination can be eliminated, and
themselves, other initiatives have to be opportunities and access to quality of life
taken to provide households with can be expanded.
opportunities for economic
empowerment. Unsustainable Public Sector Pension
Scheme
Vision 2030 Jamaica endorses education Non-contributory pension schemes in
and training as important vehicles for the public sector have become an
poverty reduction, as they concentrate increasing drain on the country’s budget.
on the development of human capital. In Life expectancy has increased and payout
the context of Jamaica’s poverty profile, periods after retirement have been
work opportunities and rural extended. In response, Government has
development will have reduced impacts increased payments to partially
on poverty reduction. Support to small- compensate for erosions from inflation.
scale agriculture, land tenure issues, Many long-retired public servants are
access to credit and venture capital, challenged to sustain themselves with
access to basic amenities, transportation their retirement benefits. The conversion
and marketing systems, are some of the to contributory pension schemes will
areas addressed by Vision 2030 Jamaica. provide public sector employees with
Above all is the recognition that a the opportunity to manage their
responsible institutional framework and retirement options, increase the level of
a well-resourced National Poverty Plan benefits that may be paid and improve
are essential foundations for progress. the viability of the schemes.
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“
Let us resolve always to
help those less
”
fortunate among us.
(1962) Rt. Excellent Sir Alexander Bustamante,
GBE, National Hero of Jamaica, PC
Page 82 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
The National Strategies outlined here especially vulnerable persons, to access
address the key issues identified for social services and opportunities,
effective social protection. They attempt provided equitably and efficiently
to pull together in a summary statement, through capable institutions.
the over-arching imperatives which
embody the major elements of sector The National Strategies, an elaboration
level strategies and activities. The six of each and some selected sector
National Strategies speak to the creation strategies are listed below.
of the necessary policy and programming
Table 12: National Strategies and Responsible Agencies - Effective Social Protection
----
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Vision 2030 Jamaica | National Development Plan
groups
The Food and Agriculture Organization
• Mainstream poverty concerns in all
(FAO) identifies two key questions under
public policies
the sustainable livelihoods approach:
• Mainstream gender concerns in all
What institutional arrangements enable
public policies
some poor people to achieve
• Ensure adequate public services to
sustainable, secure livelihoods, when
the poor
others fail? What policies and strategies
• Enforce policies that support
can support the poor?82
decent work
• Foster multi-sector partnerships
The Sustainable Livelihoods (SL)
between State and non-State
framework “places people, particularly
sectors to address the needs of the
rural poor people, at the centre of a web
poor
of inter-related influences that affect how
• Create and improve public
these people create livelihoods for
awareness of issues relating to the
themselves and their households.” The
rights of children and other
resources and livelihood assets to which
vulnerable groups
they have access and use are central to
this framework. “These can include
3-2 Expand Opportunities natural resources, technologies, their
for the Poor to Engage in skills, knowledge and capacity, their
Sustainable Livelihoods health, access to education, sources of
This strategy identifies mechanisms for credit, or their networks of social
the Government and its partners to support.”83 National Strategy 15-4 –
assist the poor to break the Create Vibrant and Diversified Rural Areas
81
Development Alternatives Information Network, www.dainet.org/livelihoods.
82
FAO, Natural Resources Management Environment Department, www.fao.org/sa/pe4.
83
International Fund for Agricultural Development , www.ifad.org/sla.
Page 84 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 3 - Effective Social Protection
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sustainable livelihoods. efficient system of social assistance.
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Vision 2030 Jamaica | National Development Plan
funds, particularly the Civil Service community lack the capacity to support
Schemes which are non-contributory. their vulnerable members.Vision 2030
Under Vision 2030 Jamaica, strategies will Jamaica will enter into partnerships that
be put in place to address these issues. will invest the responsibility of caring for
Vision 2030 Jamaica will continue the the vulnerable primarily with families and
process of fundamental pension reform by extension communities. This strategy
to encourage private savings, long-term proposes the enforcement of legislation
investment and development of creative to ensure that families take greater
retirement products for all, and improve responsibility for their vulnerable
the management of pension funds. members. In addition, it implements
measures geared towards the
Selected Sector Strategies: strengthening of support services for
• Promote personal responsibility families, especially at the community
and planning for retirement level.
• Expand coverage of occupational
pension schemes Selected Sector Strategies:
• Expand range of benefits provided • Promote and encourage social
by social insurance and pension partnerships between the
schemes Government and the business
National Outcomes
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Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
• Ensure adequate provisions of and agencies that serve the needs of
access to essential specialized and PWDs
inclusive services • Ensure that appropriate
• Strengthen the capacity of service technologies are in public service
providers to adequately interact institutions
with PWDs by improving their • Develop physical infrastructure in
knowledge, attitudes and practices the public and private spheres to
• Improve the policy, regulatory, and ensure accessibility for PWDs
institutional framework to support
the enforcement of the rights of
PWDs
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Vision 2030 Jamaica | National Development Plan
National Outcomes
Page 88 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
National Outcome # 4
AUTHENTIC AND
TRANSFORMATIONAL
CULTURE
Overview
Culture has been defined as “the way of making meaning in life.”86 It is expressed
life of a people”85. “A country’s culture is in areas such as language, the arts and
the dynamic reservoir of the ways of the various arenas of interaction,
thinking and doing accumulated over including business, religion and other
time, which has come to be agreed upon social relations. Culture, inherently,
and transmitted across generations. It affects all aspects of human life and
includes the knowledge, experience, forms the basis for our values, objectives
beliefs, values, customs, traditions, foods, and outlook for the future.
distinctive institutions and its ways of
Vision 2030 Jamaica recognizes the
uniqueness of our Jamaican culture, its
Characteristics of Values: impact on the world stage particularly
with respect to music, the visual and
• learnt and taught – performing arts and sport, the
transmitted and inculcated importance of having a shared sense of
through socialization; identity, wholesome87 values and
• enduring – grounded in attitudes and of ensuring that the
cultural heritage; cultural/creative industries that emanate
• morally desirable – outlining from our natural way of life redound to
the social criteria for and the the benefit of our people. We will ensure
cultural assumptions upon that our heritage is respected and
which good and bad, right preserved by our people and all who
and wrong, moral and come to our shores and that the
immoral, noble and vile are material value of our culture as
established; expressed through our creative
• a basis on which to act – industries contribute meaningfully to the
they influence our behaviour development of our society. We
by preparing us to act in recognize that a positive sense of self
certain morally-oriented and pro-social and transformative values
ways. such as respect for others and their
!"#$%&"'()*+',-.%-)&'#/"'0#.-&1'2&3%*)'4.#/ rights, punctuality, honesty and tolerance
for the differences between us are
essential to the maintenance of harmony
and a productive environment.
85
Macionis & Plummer, 2001.
86
Division of Culture, The National Cultural Policy of Jamaica: Towards Jamaica the Cultural Superstate
(Kingston: Ministry of Education, Youth and Culture, March 2003), page 9.
87
Wholesome has been defined as “sound in body, mind or morals” (Merriam-Webster Online
Dictionary). Thus “wholesome values” is used here to refer to those values that promote sound or
healthy body, mind and morals not only for the individual but for the entire society.
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Core Values
The priorities we set, choices and In 2002, the Values and Attitudes
Secretariat identified a range of
decisions we make, are based on the
core values through a consultative
core values we uphold. These include the
process, including the following:
personal values of the individual as well • Respect
as the collective values of a community. • Honesty and Truthfulness
• Forgiveness and Tolerance
The formation and promotion of • Fairness
wholesome values is inextricably linked • Discipline
to the promotion of our cultural • Responsibility
expressions, the construction of identity • National Pride
and the capacity of our people to sustain • Love/Compassion
themselves economically through their • Cooperation
• Punctuality
cultural creations. The construction of
• Good Work Ethic
values in a country as diverse or plural
as Jamaica must be based on a conscious
and institutional framework of valuing
who we are. society includes “the institutions, the
relationships, the attitudes and values
National Outcomes
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Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
core and transformational beliefs, creative industries, sport and other
behavioural norms, and the areas.
manifestations of culture articulated
through the full range of artistic and Managing and building our nation brand
creative forms. Culture is important means that we will consciously engage in
because there are either sets of beliefs a process of improving the most
and attitudes that are pro-innovation and important aspects of our economy and
create the conditions for prosperity, or society, and communicating these
those that are anti-innovation. There is a improvements to the world and to
long and rich literature in the field of ourselves. Building the Nation Brand
behaviour that links mental models89 therefore parallels and supports the
with results. There appears to be strong process of national transformation
correlations between certain “pro- envisaged by Vision 2030 Jamaica. We will
innovation beliefs”90 and prosperity. make creative use of the Nation Brand
Jamaican attitudes, beliefs, goals, values, to offer our producers a competitive
and assumptions about the world inform advantage in accessing international
our actions and influence our outcomes export markets.
and experiences. An innovative vision, a
new national narrative, of Jamaican Sport
success has to emerge from, and be Another important component of our
presented to our people.Vision 2030 cultural capital is represented by sport.
Jamaica will seek to transform the The successes of Jamaica’s sportsmen,
mindset and collective consciousness of sportswomen and national sporting
our people as a foundation for national teams at the highest levels of
development. international competition have
contributed to the national pride and
Nation Brand fame of our country. Sport also has
An important aspect of Jamaica’s cultural important social benefits including
capital is the relatively high level of contributions to physical and mental
international awareness and reputation health, socialization of children and
that the country enjoys throughout the adolescents, and community
world, perhaps unequalled by any other development.
country of similar size. A Nation Brand,
reflecting the image and reputation of a In the Jamaican context, sport has
country, is largely formed through six particularly important roles in building
channels, namely: tourism, exports, unity at the national and community
government policies, investment levels, including bridging divisions created
promotion, culture and the people by political tribalism. There are existing
themselves.91 Jamaica’s Nation Brand policy initiatives that will expand and
(sometimes referred to as “Brand broaden the participation in sport,
Jamaica”) is based on the global “share of including policies on healthy lifestyles, the
mind” enjoyed by Jamaica as the disabled, youth and the elderly.
cumulative result of the recognition
89
See Fairbanks and Lindsay (1997), Fairbanks (Changing the Mind of a Nation) and Lindsay (Culture,
Mental Models, and National Prosperity) in Harrison and Huntington (eds.) (2000).
90
Harrison and Huntington (eds.) (2000).
91
Anholt (2006).
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Vision 2030 Jamaica | National Development Plan
“
We are going to emancipate
ourselves from mental
slavery, because while others
can free the body, none but
ourselves can free our
”
minds.
(1937) The Rt. Excellent Marcus Garvey, Jnr.,
National Hero of Jamaica
92
Powell, et al (2006).
Page 92 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
Photograph by the Gleaner Co. Ltd.
National Strategies visibility of our culture and its role in our
Our Plan will be underpinned by the development.
promotion of a set of national core
values.The National Strategies will build The National Strategies, an elaboration
on this foundation of core values to of each and some selected sector
enhance awareness of, respect for and strategies are listed below.
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Page 94 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
all aspects of the development of their • Strengthen the process to identify,
children. National Outcome # 2: World- monitor, maintain and promote
Class Education and Training, also targets protected heritage sites
improvement in parenting and family • Strengthen and institutionalize
support through the Ministry of documentation of cultural heritage
Education’s Early Childhood (tangible and intangible)
Development Programme. • Widen access to repositories
(libraries, museums and archives)of
Selected Sector Strategies: culture and heritage
• Build parenting capacity (including • Involve the private sector in the
responsible sexual behaviour, development and preservation of
values, family participation, parental culture at the community and
involvement in cultural/school national levels
activities, protection of vulnerable • Implement appropriate measures to
groups) through the following protect and preserve cultural
activities: expressions
• Ensure mandatory parenting • Promote public awareness of the
education counselling with importance of cultural forms and
prenatal care visits in hospitals retention of heritage
and clinics • Provide wider access to Jamaican
• Strengthen the Child Development cultural expression locally and
Agency to facilitate more effective internationally
implementation of the provisions
of the Child Care and Protection 4-4 Integrate Jamaica’s
Act Nation Brand into
• Support and introduce initiatives
Developmental
targeting men to enhance their
parenting capabilities through Processes
employment and other economic Jamaica possesses a treasure-trove of
opportunities Nation Brand equity, created from its
cultural, historical, physical and human
capital. The value of this Brand equity can
4-3 Preserve, Develop and
be increased by consciously building
Promote Jamaica’s Jamaica’s Nation Brand and integrating
Cultural Heritage this asset into all aspects of national
The cultural heritage of our country, as development. A properly managed
represented in our artifacts, sites, music, national brand is an asset to all
poetry and history, is in danger of being stakeholders, helping to: attract
lost and degraded at the very least. This investment and talent; give a competitive
strategy will prevent the degradation and advantage to producers and exporters;
unfair use of our culture and the illegal provide inspiration to Jamaicans at home
exportation of our artifacts. It will and abroad; contribute to a culture of
promote our culture through activities innovation; and safeguard national
such as the development and promotion identity. The process of developing
of “culture yards.” Jamaica’s Nation Brand has several well-
structured steps, including building a
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Page 96 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
for multi-use recreational and primary, secondary, tertiary and
competitive sport including national levels
activities for the elderly and • Establish sport academies in
persons with disabilities Jamaica
• Ensure a multi-sport mini-stadium • Update the Sport Policy and align it
in each parish with other policies that affect sport
• Adopt international best practices • Develop effective anti-doping
for training of sports personnel programmes
including certification • Ensure national sporting
infrastructure to meet the long-
term development of sport
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Vision 2030 Jamaica | National Development Plan
Security
and Effective
Safety Governance
National Outcomes
The
Jamaican Society
is Secure,
Cohesive and Just
Page 98 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
National Outcome # 5
SECURITY AND SAFETY
Overview
This outcome will restore a sense of of society and has been cited as a
security and safety in our society by significant factor in the low levels of
reducing the level of crime and violence GDP recorded by Jamaica over the
as well as civil disturbances in some years. It has left segments of our society
communities. It will provide adequate crippled with fear and has resulted in the
security and rehabilitation for individuals reallocation of budgetary resources into
who are custodial clients in correctional crime prevention and control. Private
institutions and restitution to those who firms are forced to pay large sums of
have been victimized.Vision 2030 Jamaica money for security, and in some
will increase our sense of security by instances, extortion fees. Community
transforming our society into one which members are sometimes unable to
conforms to the rule of law, respects the pursue gainful occupations and schooling
rights of all, and coalesces around a set due to the impact of gang violence in
of shared values. their communities.
“
Reports from international agencies and
Vision 2030 Jamaica the media suggest that the problem of
will increase our violent crimes extend beyond our shores
to the wider English-speaking Caribbean.
sense of security by A World Bank report96notes that murder
transforming our rates of 30 per 100,000 persons in the
society into one Caribbean is higher than any other
which conforms to region of the world. This is supported by
a 2002 study of crime in the Caribbean
the rule of law, by Professor Anthony Harriott,97 which
respects the rights notes that “the central concern is not
of all, and coalesces the general crime rate, but rather the
around a set of rate of violent crime. Over the last two
decades, there have been significant
”
shared values. increases in the rate of violent crimes in
every Caribbean country for which data
is available.” This has created an image of
high crime in the region notwithstanding
Violent crimes have become one of the
95 the fact that other types of crime such
most pressing concerns for Jamaicans. It as larceny and forgery, have declined. In
has had a negative impact on all spheres Jamaica, however, there was an
95
A violent crime or crime of violence is a crime in which the offender uses or threatens to use violent
force upon the victim. This entails both crimes in which the violent act is the objective, such as
murder, as well as crimes in which violence is the means to an end, such as robbery. Violent crimes
include crimes committed with and without weapons. With the exception of rape, males are the
primary victims of all forms of violent crime.
96
Jamaica: The Road to Sustained Growth, The World Bank, 2003.
97
Harriott, 2002.
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Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
international watch on Trafficking in enforcement is the delay in dispensing
Persons. Countries are rated on a three justice. Despite ongoing reform and
tier system with one being the best efforts to modernize the justice system,
rating and three being the worst. A US there is a backlog of cases before the
report on Jamaica cites cases of males Courts, resulting among other factors,
and females being coerced into sexual from a shortage of key personnel such as
exploitation and sometimes forced judges, defense lawyers, and prosecutors.
labour as the major infractions Dilapidated structures and absence of
committed in this country. In 2007, appropriate technology for recording,
Jamaica was rated at tier two, an storing and processing information on
improvement on the tier three at which matters before the Court also hinder
the country had been ranked within the the efficiency of operations in the
previous five years. Courts. Inefficiencies in the justice
system reduce the effectiveness of law
The proliferation of international enforcement agencies such as the
criminal networks and the international Jamaica Constabulary Force.
drugs trade are two other global
concerns. These issues have threatened These inefficiencies also contribute to
the security and safety of both the corruption within law enforcement
developing and developed world, with agencies. They create opportunities for
profound impact on Jamaica. individuals to bypass the system through
processes such as bribery of public
Cyber and intellectual property crimes officials. This has contributed to the
are emerging. The growing importance of general perception among the public that
the Internet heightens the relevance of a high level of corruption exists within
this issue. An important response to law enforcement agencies. The Justice
these issues is the modernization of our Sector Reform process is expected to
laws. Vision 2030 Jamaica will modernize contribute to the elimination of these
our law enforcement and legislative shortcomings.
framework to respond appropriately to
these challenges.
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Vision 2030 Jamaica | National Development Plan
Chart 5.1: Murder Rate per 100,000 2000 - 2008
70
52.5
Series1
2005
Years 2006
2007 0
2008
This fact has had a crippling effect on the The society has puzzled over the factors
society and has fuelled a strong sense of that have led to the high murder rate. In
victimization and fear of crime in some quarters, poverty and
Jamaica. Although close to 90 per cent of unemployment have been named as the
the murders are committed on males, main causes. However, while links have
100
Jamaica: The Road to Sustained Growth, The World Bank, 2003 and the JCF Statistics Department
(preliminary data for 2008).
101
These data were not available at the time of preparation of this document.
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Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
of poverty and unemployment and The advent of political “garrisons”104 and
certain types of crimes,102 there is little the attendant rise of the community
or no evidence to support the notion “dons”105 have contributed to the
that the murder rate is the direct result proliferation of community gangs and
of these factors.103 Two main factors that murders. Garrison communities first
have been pinpointed are the ease of arose in the 1960s as outcomes of a
illegally accessing guns and the rise in polarised political culture. This type of
criminal gang networks. polarization resulted in the death of over
800 people during the 1980 General
Guns, Gangs and the Elections. Many of these communities
Transnational Drugs Trade have evolved into havens for criminal
The transnational drugs trade is a factor gangs with the dons operating as leaders
that has been associated with the of criminal networks.
proliferation of gangs and the illegal
movements of guns across borders. The Domestic Violence
drugs–for–guns trade between Haiti and In 2008, approximately 4 per cent of
Jamaica, in particular, has been cited as a murders stemmed from domestic
major component of the operations of disputes. In 2007, the number of
local and international criminal gangs and incidents of domestic violence rose by
the movement of guns into our island. 29 per cent to 9,625 when compared to
Guns and gangs are two factors that 2006. Assault and wounding accounted
have been linked to the high murder for 45.8 and 41.9 per cent respectively of
rate. Over the years 2006, 2007 and the total. Women are the main victims of
2008, the percentage of murders this type of violence. However, anecdotal
reported to have been committed with evidence suggests that there is a higher
guns were 75 per cent, 79 per cent and than reported rate of domestic violence
78 per cent respectively. Over the same against men, as abuse of men by women
period, gang related murders accounted is rarely reported. This type of violence
for 33 per cent, 50 per cent and 46 per points to psychosocial factors such as
cent respectively. Some law enforcement the absence of meaningful family
officials suggest that stemming the relations and an internalised value
movement of drugs between countries system that supports dysfunctional
such as the USA and UK has resulted in behaviour that might be influencing the
increased competition among local gangs society.
over turf to compensate for income lost.
102
Ibid.
103
The fact is that while the rate of poverty has been trending downwards (the 2006 Survey of Living
Conditions (SLC) indicates that poverty has fallen to the lowest level over the last ten years), the
murder rate has been trending in the opposite direction. This and other factors suggest that
addressing poverty and unemployment, though essential, will not necessarily result in significant
reductions in the murder rate.
104
A Garrison community may be regarded as “a veritable fortress completely controlled by elements in
a political party” Balls, Patricia. Garrisons and Corruption, 2007.
105
The term “dons” refers to some leaders in Garrison and other communities suspected to be heads
of criminal networks.
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Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
The institutional capacity for maintaining services for custodial and non-custodial
law and order has been incrementally clients.
improved with: the acquisition of
equipment; new leadership in the JCF; Low Level of Societal Trust in the
infusion of new methodology and Security Forces
technical support from overseas; new The work of the security forces is
and rehabilitated physical infrastructure; hampered by a lack of trust between
training; and recruitment of senior staff themselves and the communities they
to strengthen the policy and research serve. There have been many accusations
capacity of the Ministry of National of police excesses, particularly from
Security. inner city communities. When compared
to international standards there is a
Despite these improvements, the JCF relatively high level of fatalities caused by
and the DCS still operate under police attacks which have not served to
constraints that include: an inadequate strengthen public confidence in the JCF
number of personnel for monitoring and and ISCF. Over the period 2006 to 2008,
policing; poor quality infrastructure, the average number of persons killed
particularly the Adult Correctional annually by the police was approximately
Institutions and police stations in rural 262. A counterpoint is that, during the
areas; insufficient modern crime-fighting same period, the average number of
equipment and motor vehicles; policemen killed was 14. This has been
insufficient training in modern methods exacerbated by documented cases of
of policing, management of custodial involvement of the security forces in
clients, investigation and crime solving; criminal enterprise and corruption which
the absence of a modern legal have fueled public perception that this is
framework to facilitate effective a widespread characteristic of the
detection and prosecution of offenders; security forces.
and inadequate programmes for
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Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
A model simulation was conducted to quantify the effects of shifting public
resources towards national security. Based on the model simulations, the
proportional reallocation of 10 percent of discretionary expenditure to
National Security up to 2030, raises GDP per capita by 33.6 per cent;
shifting that amount entirely from General Services provides a boost of
38.8 per cent – the largest gain from a series of simulations.
the legal framework to facilitate effective financing the strategies. The reform of
policing; adequate numbers of the justice system will complement the
appropriate vehicles; and improved improvements to the security forces.
capacity for investigation and
prosecution of offenders. The Plan will The National Strategies are listed in the
foster greater collaboration between table below. An elaboration on the
civil society, the private sector and the National Strategies and some selected
Government in implementing and sector strategies follow.
Table 16: National Strategies and Responsible Agencies – Security and Safety
----
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“Jamaica, the place of choice to live, work, raise families and do business” Page 107
Vision 2030 Jamaica | National Development Plan
Page 108 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
the Border and equipment available to law enforcement
agencies and introduce new approaches
Territorial Waters
that will be more effective in reducing
We recognize that threats to our
crime.
security do not all originate within our
borders. The illegal movement of
Selected Sector Strategies:
narcotics and guns across our borders as
• Increase access to policing services
well as the trafficking of persons and
contraband illustrate this point. Under • Improve communication and
this strategy Vision 2030 Jamaica will information technology
reduce possible external threats of infrastructure
terrorism, the movement of contraband, • Roll out community policing in all
particularly drugs and illegal weapons, communities island-wide
and respond to the illegal movements of • Adequately equip law enforcement
people through Jamaica. By reducing the agencies to deliver a timely
influx of illegal guns and the trade in response (JCF, JDF, PICA, DCS)
drugs, the murder rate is expected to • Reinforce the regulatory
decline. framework for private security
firms
Selected Sector Strategies:
• Strengthen security mechanisms at 5-5 Strengthen the
ports of entry Management,
• Improve institutional capacity to Rehabilitation and
monitor marine and aerial domains
• Ensure a coordinated national
Reintegration of Clients
response to threats of terrorism of Correctional Services
• Advance the regulatory framework Through this strategy,Vision 2030
for non-citizens Jamaica will strengthen the ability of the
• Fortify collaboration with regional Department of Correctional Services
partners and international bodies (DCS) to secure, rehabilitate and
reintegrate its custodial and non-
5-4 Strengthen the Anti- custodial clients. It focuses on
strengthening the institutional
Crime Capability of Law
framework of the DCS, including the
Enforcement Agencies building of new and rehabilitation of
Vision 2030 Jamaica will, through this existing facilities, building the capacity of
strategy, implement measures to personnel in the department, introducing
strengthen the capacity of law modern methods of rehabilitation and
enforcement agencies to effectively increasing community involvement in the
contain crime and reduce the reintegration of former inmates and
opportunities for its occurrence. Our offenders into civil society.
“Jamaica, the place of choice to live, work, raise families and do business” Page 109
Vision 2030 Jamaica | National Development Plan
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http://en.wikipedia.org/wiki/List_of_countries_by_murder_rate
Page 110 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
National Outcome # 6
EFFECTIVE GOVERNANCE
Overview
“Governance is the exercise of power in levels of government, from local to
the economic, political and global.
administrative management of the
country’s resources. Governance In the last half century, Jamaica has
comprises the traditions, institutions and developed a better understanding of
processes that determine how power is what good governance is and its
shared and exercised, how decisions are importance to sustainable development.
made and how authority responds on We continue to make strides towards
issues of public concern.”108 improving the face of governance. Many
of these initiatives and programmes are
“
being led by the Government and
“Effective (good) governance include the active participation of the
. . . requires a capable private sector and civil society. Examples
democratic state as well as a include:
vigorous civil society and an • Reform of the Public Sector as
innovative private sector. It is reflected in White Paper 56/2002
not an event but a process. It “Government at Your Service:
is the product of deliberate Public Sector Modernization Vision
policy choices which and Strategy 2002 – 2012,”
countries make in managing improving among other things, the
themselves and creating a delivery of services in public sector
vision for the future” institutions, and the accountability
framework of these institutions
Sidiropoulos, Elizabeth (ed). 2005. • Improved transparency in the public
“Editor’s Note, Public Sector Governance –
Singapore and the Czech Republic” In The service and access to information
South African Institute of International facilitated by the Access to
Affairs, Global Best Information Act
”
Practice Report No. 4.
• Modernization of Jamaica’s Justice
System
The principles of governance applies to • Establishment of the framework for
the Government and also the private Local Government Reform
sector and citizens’ organizations. It goes • The development and
beyond the issues of institutions and implementation of a Local
forms of government to encompass the Sustainable Development Planning
social coordination mechanisms that Framework
contribute to political action. It looks at • The development and
the decision-making process in all implementation of the Medium-
political and social bodies (states, Term Socio-Economic policy
businesses, local communities, non- Framework
governmental organizations) and at all
108
Government at your Service - Public Sector Modernization Vision and Strategy 2002-2012. Cabinet
Office, GOJ.
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Vision 2030 Jamaica | National Development Plan
and respect for human rights and draft and enact legislation in a timely
freedoms. manner. Government continues to deal
with these areas of concern about
Other key areas of focus of this National government effectiveness through the
Plan include engaging in constitutional reform programme underway for the
reform, reform of the justice system, public sector. The current public sector
modernization of the public sector, and a reform programme details plans to re-
vibrant civil society that balances the affirm the values of public service,
power of the Government and holds it stressing integrity, objectivity and
accountable for delivering better accountability. Another aim of the reform
services and improving the well-being of process is to secure improvement in the
all. The Plan also presents a framework public sector through the establishment
for the achievement of social of a performance culture.
transformation through a new paradigm
of local governance which will give Whilst progress has undoubtedly been
communities greater scope for their self- made, it is neither fast nor
management and enable them to actively comprehensive enough to enable the
participate in policy decisions at the Government to cope with the challenges
national level. The strategies articulated of the modern era, such as the newest
will enable us to achieve the average wave of globalization, reducing the fiscal
score of the top 15 HDI countries in our deficit and meeting the rising
governance indicators by 2030. expectations of the society for better
services from the State. Tied to
109
Jones (2008).
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Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
of public institutions and the efficiency of improve effectiveness, and to ensure that
their operations. Excessive bureaucracy working arrangements are open and
and red tape, over-regulation, corruption, transparent.
dishonesty in managing government
contracts, and lack of transparency and There is need for stronger corporate
accountability impose excessive governance frameworks within public
economic costs to business, slow down sector institutions as well as
the process of economic development, strengthening of the anti-corruption and
and affect our country’s competitiveness ethics mechanisms. The need is
and growth.110 highlighted by the 3.3 out of 10 score for
Jamaica in the latest Transparency
The experience of our citizens with International Corruption Perception
Government services, as elaborated in Index (2008 Report). A score of 10
National Strategy 8-1, is a key indicator indicates that a country is highly “clean”,
of the quality of governance. There is a while a score of 0 indicates that it is
perception by the public that some highly corrupt. This latest score has
public sector institutions are not ranked Jamaica 84th among the 179
effectively carrying out their stated countries surveyed.
functions/mandates. A frequent theme
emerging from reviews of the functions Issues related to the perception of
of a range of different organizations with corruption caused the Government to
limited resources in the public sector is place greater focus on the transparency
the difficulty in dealing with large and accountability of public bodies,
numbers of clients. This scenario through Ministry Paper 56/ 2002 -
produces frustration for citizens due to ‘Government at Your Service’ – as part of
long lines and multiple visits to public overall public sector reform, and through
offices to obtain goods and services, a number of bills including the Public
often coupled with poor treatment by Bodies Management and Accountability
public officials. Public officials, de- Act (2001), the Corruption Prevention
motivated by the difficulties, often Act (2002), the Financial Audit and
provide sub-standard customer service. Administration Act (2002), the
Contractor General’s Act (1983) and the
Weak Accountability Mechanisms in Access to Information Act (2002).
Government
There are over 165 active public bodies An Inefficient Justice System
in Jamaica comprising statutory agencies Jamaica enjoys very strong judicial
and authorities as well as Government- traditions. The many challenges to
owned companies, which collectively maintaining these strong traditions
represent an important subset of the inlclude:
public sector and are integral to the • increasing demands on often over-
development and implementation of a stretched resources
number of key policy objectives. The • outdated technology
accountability framework across these • infrastructural inadequacies
110
GCI Report 2007-2008.
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Vision 2030 Jamaica | National Development Plan
These and other challenges lead to the justice system. Some Jamaicans
lengthy delays in disposing of cases, and perceive the legal system and the lawyers
diminishing confidence in the rule of law and judges who administer the system as
and a rise in dangerous social practices hindrances to the operation of a fair and
such as vigilantism, street justice and just society rather than an essential
human rights abuses. component of the society.
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Chapter 3: National Outcomes | # 6 - Effective Governance
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Rule of law and public freedoms are primarily provided by State
institutions and, more specifically, relate to:
• the justice system which is responsible for interpreting the law, and
penal institutions;
• the police, responsible for enforcing the law while respecting individual
and collective rights;
• parliamentary assemblies;
• high courts;
• institutions responsible for promoting and safeguarding human rights,
which ensure that democracy takes root and that there is ownership of
human rights values;
• various institutions such as mediators (ombudsmen), bar associations,
contracts commissions.
Rule of Law
A strong rule of law regime is essential Perception of Corruption
for sustainable economic development; it In Jamaica, ‘corruption, in perception and
can contribute positively to increases in reality’ has grown to become a major
foreign investments and improved social popular concern and public policy issue.
indicators, such as lower infant mortality Jamaica’s Corruption Perception Index
and higher literacy. The rule of law as a (CPI) Score has been consistently low
concept, comprises several instrumental and, in 2008 fell into the group of
features that work together to create countries identified as highly corrupt
this rule of law. Each Jamaican citizen is (84th out of 179 countries with a score
subject to the ‘rule of law’; the law of the of 3.3 out of 10).111 This perception of
land is supreme and all people are equal corruption is further compounded by
before the law. The rule of law in Jamaica what is considered the failure of
is threatened by the following: authorities to adequately punish public
• Slow pace of development of officials and members of the security
appropriate forces who are identified as being
guidelines/laws/procedures for involved in acts of corruption. The hopes
adherence to effective governance of strengthening democracy in Jamaica
principles rest with substantial reduction of
• Outdated legislation corruption, which the public ranks as
• Lack of resources to monitor and one of the top problems facing the
enforce the implementation of laws, nation (Munroe, 2000:14).
policies etc.
• Escalating crime and violence
• Persistence of garrison
communities
111
Jamaica 2015. National Progress Report 2004-2006 on Jamaica’s Social Policy Goals.
“Jamaica, the place of choice to live, work, raise families and do business” Page 115
Vision 2030 Jamaica | National Development Plan
112
See also National Outcome #5.
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Chapter 3: National Outcomes | # 6 - Effective Governance
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the governing party, one is a Cabinet The process of constitutional reform
member. Representation of females at dates back to 1991. The Constitution
the Local Government level and in the sets out the rules regarding the
Upper House of Parliament is somewhat executive, the legislature, the judicature
better but still far below the level of and the public service. It contains
males. provisions relating to Jamaican
citizenship and to the fundamental rights
In the labour market, women are under- and freedoms of the individual. Our
represented and lag behind men in their Constitution is not legally rooted in any
rate of employment. The rates of Act on the part of the Jamaican people
unemployment in 2007 were 6.2 per but in a statute of the United Kingdom
cent for men compared with 14.5 per Parliament – The Jamaica Independence
cent for women. Act. The process of constitutional reform
will consider a number of issues
The foregoing demonstrates the including: the change from a
importance of taking a gendered constitutional monarchy to a republic;
approach to fostering equity in the the replacement of the Judicial
society and in pursuing the development Committee of the Privy Council as the
of our country. The framework for the final court of appeal; the revision of
development and implementation of Chapter 3 of the Constitution dealing
policies, programmes and plans must be with fundamental rights and freedoms;
guided by an awareness of gender and separation of powers.
differentials.
“Jamaica, the place of choice to live, work, raise families and do business” Page 117
Vision 2030 Jamaica | National Development Plan
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Page 118 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
of Citizen Participation of local and community governance
and empowering marginalized or
in Governance
underserved groups
Throughout the world, there is a
movement towards greater
The process of citizen participation in
decentralization and the deepening and
governance must respond to the current
broadening of the democratic process.
realities and emerging trends of the
Decentralization and local governance
twenty-first century society. This
are recognized as basic components of
National Strategy proposes a model by
democratic governance, providing the
which democracy, participation and
enabling environment in which decision-
accountability at the local level are to be
making and service delivery can be
pursued.
brought closer to all citizens.
Selected Sector Strategies:
The formal parliamentary system allows
• Give constitutional recognition and
for citizens’ input and engagement
protection to the Local
through Parliamentary Committees, and
Government System
our process of Local Government
• Fully implement Local Government
Reform presents a new approach to
Reform
governance. This new approach will
• Create a platform to improve the
empower our citizens and communities
effectiveness of the people’s
to have a say in the management of their
representatives
own affairs and in national policy and
• Effectively infuse participatory
decision-making processes that affect
processes in Government, the
their quality of life and life chances.Vision
national policy framework, and
2030 Jamaica responds and builds on this
investment processes
approach by:
• Strengthen the capacity of local
• Utilizing and fully recognizing the
organizations/bodies (PDCs, DAC,
Parish Development Committee
CDCs) to facilitate citizen
(PDC) Model as a mechanism for
participation in decision-making
effecting local governance. This
processes
Model features Development Area
• Create frameworks to ensure that
Committees (DACs) and
public information is accurate and
Community Development
accessible to all to enable citizens’
Committees (CDCs) as a means of
participation
facilitating participatory local
• Institutionalize a culture of
governance for sustainable
openness and accountability
development. It empowers
communities and civil society and
forges real partnerships between
central Government and all
stakeholders
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Vision 2030 Jamaica | National Development Plan
Vision 2030 Jamaica will provide a justice provisions include the right to life,
system that is available, accessible, freedom from inhumane and cruel
accountable, affordable, flexible and fair. conditions, the rights to health,
This strategy will facilitate increasing the education and work. Although the more
size and capacity of the judiciary, improve aspirational provisions of human rights
the technology for timely disposal of law contained in the economic and social
cases, strengthen the Court system and rights set out in the Universal
rehabilitate the existing infrastructure. Declaration on Human Rights and in the
Emphasis will also be placed on International Covenant on Economic,
rebuilding trust in the justice system by Social and Cultural Rights (ICESCR) have
building the capacity of public officers not been given constitutional status in
responsible for dispensing and Jamaica, they have served as broad
administering justice and facilitating a indicators for social and economic policy
knowledge culture within the system. in the domestic sphere.
Page 120 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
the State (for example, the level of police Jamaica’s future.
killings and the degrading conditions in
some of the island’s correctional Selected Sector Strategies:
facilities).Vision 2030 Jamaica defines a • Amend the Constitution to ensure
framework to improve our performance full sovereignty in the executive and
level concerning human rights. The Plan judicial branches of government and
effectively addresses issues such as: to reflect the current realities of
human trafficking; preserving the rights our society
of the child; violence against women and • Prepare guidelines with appropriate
children; and equity for disadvantaged sanctions, on the roles and
groups. responsibilities of members of the
Houses of Parliament to ensure
Selected Sector Strategies: effectiveness and accountability
• Strengthen the culture within the
legal profession to respect human 6-5 Strengthen Public
rights Institutions to Deliver
• Entrench a new Charter of Rights
Efficient and Effective
in the Constitution that guarantees
the fundamental rights of every Public Goods and
Jamaican citizen Services
• Create a platform for dispute- This national strategy will address three
resolution procedures across all main areas of public sector governance,
spheres of the society namely:
• Build capacity across the society to • Government effectiveness
facilitate respect for diversity and • Regulatory Quality
privacy towards creating an • Equity in the distribution of goods
atmosphere of tolerance and services
• Incorporate human rights issues
into all national policies The environment in which the public
• Align development programmes service now operates has changed over
with human rights commitments the past several decades. Clients of the
expressed in international treaties, public service are now more informed
national constitution and legislation and educated and have higher
expectations for the quality, efficiency
6-4 Engage in Constitutional and effectiveness of public services
delivered. The Government has long
Reform
recognized this, and that an efficient
Engaging in Constitutional Reform at this
public service is important to the
time in our country’s history will begin
development of the country.
the process of removing from the
Constitution the last remaining vestiges
Vision 2030 Jamaica will initiate the
of colonial status as befits the modern
transformation of Jamaica’s public sector
Jamaican society.Vision 2030 Jamaica will
to one that is efficient, productive,
implement the reform process that will
transparent and accountable and takes
lead to full sovereignty in the executive
into account the needs and interests of
and judicial branches of government. The
all citizens. This will be achieved through
process of constitutional reform will
the development of policies, regulations
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Vision 2030 Jamaica | National Development Plan
and procedures that are transparent and • Build capacity of public sector
easy to understand and which will entities to effectively implement
reduce the propensity of public officials stated mandates
to engage in corruption. We will establish • Strengthen corruption prevention
mechanisms to build the capacity of an authorities
already well educated public service • Build openness and accountability
towards improving productivity. into practices and organizational
Frameworks will be created for building principles
social capital and partnerships to • Proliferate and promote the
positively impact good public sector delivery of first-class, easily
governance and promote equity in the accessible and secure e-government
distribution of and access to public services
goods and services. • Build an ethical framework to
diminish both the practice and
Emphasis will be placed on increasing the perception of corruption
use of technology to improve the quality • Ensure access by all to fair
of citizens’ experience with Government treatment in the distribution of
agencies, making services faster, more goods and services
convenient and user-friendly and with • Develop transformational
National Outcomes
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Chapter 3: National Outcomes | # 6 - Effective Governance
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imbalances that result are corrected and Accountability and
mitigated as far as possible.
Transparency
We will ensure equity in the various Mechanisms
spheres of our society including our Governments worldwide are moving
institutional structures and policies, towards openness, transparency and
focussing on areas such as our politics accountability. Globally, the move to
and labour market where gender openness is supported by statements
inequalities are prominent. We also will aimed at ensuring universal and equitable
ensure that, in the delivery of services in access to information as a basic human
areas such as health, recognition will be right. Accountability represents an
given to differences in the approach to increasingly important element of the
health that men and women take and work of Government as it monitors the
that equal respect is given to each actions of public officials and civil
gender. servants in order to promote
transparency and encourage high quality
Selected Sector Strategies: performance.115
• Create a psychological and
structural environment that Our citizens and regulators are calling
facilitates equal access for for higher levels of transparency and
employment by both sexes, accountability.Vision 2030 Jamaica will
including vulnerable groups strengthen accountability and
• Ensure that health services transparency mechanisms by ensuring
especially in rural areas caters to that: our resources are managed
health care needs of both men and efficiently and effectively in order to
women deliver high quality public services;
• Develop a multi-sectoral and citizens are involved in the decision-
integrated plan to transform making process of government; and
structural barriers which impede those who are assigned responsibility for
greater involvement by women and making the decisions are held
the youth in representational accountable for their actions. New
politics and private and public measures to be introduced to control
sector decision-making entities corruption include:116
• Develop a protocol to promote • Imposition of criminal sanctions for
gender equality in all levels and breaches of the rules governing the
stages of the electoral process award of Government contracts
• Establishment of a Special
Prosecutor to investigate and
prosecute persons involved in
corruption
115
From www.cabinet.gov.jm.
“Jamaica, the place of choice to live, work, raise families and do business” Page 123
Vision 2030 Jamaica | National Development Plan
116
Taken from inaugural address by the Honourable Bruce Golding at the swearing-in ceremony as
Prime Minister of Jamaica, September 11, 2007 at King's House.
Page 124 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
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“Jamaica, the place of choice to live, work, raise families and do business” Page 125
Vision 2030 Jamaica | National Development Plan
Strong
Economic
Infrastructure
Internationally
Competitive An Enabling
Industry Business
Structures Environment
National Outcomes
Jamaica’s
Economy
is
Prosperous
Energy A
Security Technology-
and Enabled
Efficiency Society
A
Stable
Macroeconomy
Page 126 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
National Outcomes
National Outcome # 7
A STABLE
MACROECONOMY
Overview
Economic development benefits from The following aspects of the
stable and predictable macroeconomic macroeconomy are addressed below:
conditions which include relatively low • Fiscal and Debt Sustainability
levels of inflation, a stable exchange rate • Tax Reform
and sustainable fiscal balances. A stable • Financial System Stability
macroeconomy reduces risk and • Price Stability
uncertainty in decision-making by
economic actors. Jamaica has significant Fiscal and Debt Sustainability
macroeconomic challenges that Sustainable fiscal and debt policies enable
constrain its economic prospects. These governments to finance the provision of
adequate levels of public goods and
“
services over the long term without
A stable macroeconomy
adversely affecting the availability of
reduces risk and
uncertainty in decision- resources to fuel private sector growth.
making by economic Jamaica had a history of deficit financing
actors… Jamaica… will as a feature of fiscal policy during the
address these challenges to decades of the 1970s and 1980s.
create macroeconomic However, the Government produced
conditions for high and small fiscal surpluses from 1989 to
sustained growth in the 1995,117 before the financial sector crisis
standard of living of our of 1995 to 1997 forced a return to fiscal
people. deficits to help meet the costs of
”
Government intervention.118 While the
Government has successfully generated
primary surpluses in recent years,119
include levels of public debt that are fiscal deficits have continued,
among the highest in the world, representing 4.6 per cent of GDP for
persistent fiscal deficits, and a tax system 2007/08. Persistent high fiscal deficits are
that is complex and cumbersome. Under a source of macroeconomic instability,
Vision 2030 Jamaica, we must and will generating inflationary pressures and
address these challenges to create the raising uncertainties about future levels
macroeconomic conditions for high and of Government taxation and borrowing.
sustained growth in the standard of living
of our people.
117
Fiscal surpluses averaged 3.0% of GDP from 1989/1990 – 1995/1996 (PIOJ/Ministry of Finance and
Planning).
118
It has been estimated that the cost of restructuring the financial sector was equivalent to 40% of
GDP (IMF 2006).
119
The primary budget surplus of a government is the surplus before interest payments on its
outstanding debt. Jamaica recorded a primary surplus of 6.5% for 2007/08.
“Jamaica, the place of choice to live, work, raise families and do business” Page 127
11,250
Vision 2030 Jamaica | National Development Plan
Jamaica - Public Debt 1980 - 2008
US$M
7,500
15,000
11,250
3,750
US$M
7,500
0
3,750
1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
0
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
Year
Source: Ministry of Finance
Year
Source: Ministry of Finance
Domestic Debt (US$M) @ end-of-yearDomestic
exchange rate !"#$%&'()*+*,-$.("/(0*+1+%&(1+2
Debt (US$M) @ end-of-year exchange rate
-3&(4#56*%(!&$7*%&
External Debt (US$M) External Debt (US$M)
The public debt has become a dominant registered stock and treasury bills. The
National Outcomes
120
The debt to GDP ratio for 2008 reflects the rebasing of GDP by the Statistical Institute of Jamaica in
2008 to conform with the United Nations System of National Accounts (1993). This had the effect of
increasing the measure of GDP in nominal terms.
Page 128 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
The debt also forces the Government to economic growth in 2009 is projected to
National Outcomes
raise capital at unprecedented levels to fall to its lowest level in more than half a
finance its budget, leading to the century.122 The fiscal impact on Jamaica
“crowding out” of the private sector in may include: reduced flows of direct
accessing resources in the local capital investment, export earnings and tax
market to finance investment in revenues; difficulties in sourcing financing
productive ventures. Higher debt service from global capital markets; and reduced
payments also contribute to fiscal funds available for spending on social
deficits. Moreover, cross-country analysis services.
indicates a significant and negative
relationship between total public debt High Public Wage Bill
and productivity growth, whereby higher The Government has consistently
levels of public debt reduce the ability of generated primary surpluses in recent
countries to achieve positive economic years, through expansion of revenue and
growth.121 compression of non-debt expenditure.
However the Government’s ability to
Issues and Challenges increase its primary surplus is
constrained by the need for expenditure
Global Economic Conditions on social programmes and the high
Jamaica’s efforts to achieve fiscal and public sector wage bill which
debt sustainability have been made more represented 64 per cent of annual non-
challenging by the onset of a global debt recurrent budgeted expenditure in
economic downturn in 2007. World 2007/08.123
121
See World Bank (2003) and International Monetary Fund (2006a).
122
World Economic Outlook Update (IMF, January 2009) projects global growth of only 0.5% in 2009.
123
The three largest areas of public sector wage expenditure are national security, education and health.
“Jamaica, the place of choice to live, work, raise families and do business” Page 129
Vision 2030 Jamaica | National Development Plan
124
The estimated losses of the JUTC and SCJ in 2006/2007 totaled $2.2 billion, while the projected
losses of Air Jamaica for 2007 were US$63.8 million (Jamaica Public Bodies Estimates of Revenue and
Expenditure 2007/2008).
125
See Bahl and Wallace (2004 and 2007).
Page 130 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
Jamaica has undertaken some reforms of 414 hours each year in Jamaica,
National Outcomes
its system of taxation in recent years to compared to only 76 hours per year in
broaden the tax base, improve tax Ireland and 61 hours in St. Lucia.
collection, control tax evasion, and
facilitate voluntary compliance. Reforms Effects of Incentives System
since 1991 include: introduction of the Jamaica possesses a multiplicity of
General Consumption Tax (GCT), incentives, many of which have
taxpayer registration number (TRN) and accumulated over more than half a
tax compliance certificate (TCC) system; century. Typically the incentives provide
removal of taxation on dividends; relief from income tax on earnings,
improvement of tax collection facilities; capital allowances, as well as concessions
and introduction of electronic and online on import taxes and duties to eligible
payment of taxes. enterprises for up to fifteen years. Some
incentives are specific to particular
Issues and Challenges sectors and industries such as
agriculture, manufacturing and tourism.
Complexity of Tax System
Our tax system has evolved over many An argument made in favour of
decades, and has become increasingly incentives is that Jamaica competes with
complex and cumbersome. The most other countries that offer incentives in
recent global assessment indicates that, seeking to attract investment. However
despite reforms, Jamaica has one of the some studies have suggested that
worst tax systems in the world, ranking incentives may distort the allocation of
173rd out of 181 countries in the overall resources, discriminate against small and
ease of paying taxes, 175th in the number labour-intensive firms, reduce
of required annual tax payments, 148th in government revenue, create lasting
the time required to pay taxes, and 133rd inequities in the tax burden across
in the total tax rate.126 For example, tax sectors and firms, and encourage
compliance for a typical company is informality in the business sector.127
estimated on average to take a total of
126
PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008).
127
See for example, Enterprise Research Institute, Jamaica - A Private Sector Assessment (Kingston: IDB,
2005).
“Jamaica, the place of choice to live, work, raise families and do business” Page 131
Jamaica - Ranking of Tax System 2009
Jamaica
0 50 100 150
Ranking out of 181 Countries 200
(1st - Highest; 181st - Lowest)
Source: PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008)
United States
Total
Total Tax Rate
Tax
Time to Comply
Time
Number of T ax Payments
Tax
Overall Ranking on Ease of Paying T
Taxes
axes
St. Lucia
National Outcomes
Jamaica
0 50 100 150
Ranking out of 181 Countries 200
(1st - Highest; 181st - Lowest)
Source: PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008)
Total Tax Rate
Time to Comply
Financial System Stability financial institutions129
Number of Tax Payments and a fall in the
Overall Ranking on Ease of Paying Taxes
The maintenance of financial system contribution of the financial services
stability is particularly important to sector to GDP from 7.8 per cent in 1995
Jamaica, given the history of its financial to 7.0 per cent in 1998.
sector in the 1990s, and the
macroeconomic threats posed by the The Jamaican Government responded by
unfolding downturn in the global protecting deposits, replacing non-
economy and financial markets. As has performing loans with Government-
been well-documented,128 after riding a backed securities, and selling the
wave of liberalization and rapid restructured banks and financial
expansion during the period 1990-1995, institutions. The restructuring of the
the sector underwent a traumatic sector was largely completed by 2001 at
adjustment from 1995 to 1997, with a a total cost equivalent to some 40 per
contraction in the total number of cent of GDP and led to significant
128
See for example, Wint in PIOJ, Jamaica Human Development Report 2005.
129
The total number of financial institutions fell from 159 in 1995 to 135 by 1998 (ESSJ 1995-1998).
Page 132 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
increase in the public debt.130 The the increased risks and complexities of
National Outcomes
rehabilitation of the financial sector also financial instruments and transactions;
saw strengthening of the regulatory the need to strengthen the consolidated
institutions and framework including the approach to supervision of financial
establishment of the Financial Services conglomerates which dominate the
Commission (FSC) in 2001, and sector; and the threats posed by money-
amendment of the Bank of Jamaica Act, laundering and other financial crimes. It
Banking Act and Financial Institutions is intended that many of the issues in the
Act. This period of restructuring also saw existing supervisory and regulatory
increased penetration of the domestic framework for banks will be addressed
banking and insurance industries by in the Omnibus Banking Bill which is
regional competitors, and sale of the currently under preparation.
Government’s share of National
Commercial Bank (NCB) to a Canadian Other supervisory and regulatory
company. The financial sector has challenges include the delays in
regained some buoyancy which has seen developing and enacting relevant
its share of GDP climb back to 7.8 per legislation, and inadequate systems for
cent by 2007, and the total assets of the sharing of information across
financial sector increased from J$238.9 supervisory agencies, resulting in
billion in 1999 to J$657 billion by the administrative loopholes and overlapping
end of 2007. The gross national savings jurisdictions.
rate has averaged 21.6 per cent of GDP
from 1980-2002.131 Unregulated Financial Operations
Recent years also have seen the
Issues and Challenges emergence of a number of unregulated
financial operations which accept
financial sums from individuals and
Supervisory and Regulatory
organizations and offer rates of return
Challenges
The supervisory and regulatory significantly higher than those available
for regulated financial institutions. These
framework of the financial sector has
been strengthened significantly since the schemes represent risk to individuals as
financial instability of 1995-1997, with well as to the financial system and wider
adoption of international best practices economy in the event of their failure.
in many areas. However the sector These developments will require
adequate and effective policy and
continues to face a number of challenges
regulatory responses by the Bank of
that are relevant to its stability, including:
Jamaica (BOJ) and FSC.132
the regulatory challenges posed by the
rapid growth of securities dealers and
130
IMF (2006).
131
World Bank (2003).
132
The BOJ is responsible for regulating deposit-taking institutions and the FSC for non-deposit-taking
institutions.
“Jamaica, the place of choice to live, work, raise families and do business” Page 133
22.5%
Year
90.0% Source: STATIN
67.5%
45.0%
22.5%
0%
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
Year
Source: STATIN
A major policy goal of the Jamaican stability will remain the long-term
Government since 1991 has been to objective of monetary policy, and under
reduce inflation,133 which had been an Vision 2030 Jamaica, the measures taken
endemic feature of the domestic to achieve this objective will be as
economy since the early 1970s. Inflation consistent as possible with other policy
has negative effects on economic growth objectives for economic growth.
by increasing uncertainties about future
savings, investment and pricing decisions, Issues and Challenges
and reducing the value of fixed incomes.
In pursuit of price stability, Government High Interest Rates
has used both fiscal and monetary tools. Despite a downward trend in nominal
and real interest rates over the past
The Government produced small fiscal decade, interest rate policy remains an
surpluses in the first half of the decade issue in our monetary policy. While high
of the 1990s but returned to fiscal real interest rates have served to absorb
deficits to help meet the costs of liquidity in the domestic market and
rehabilitation of the financial sector sustain high levels of public sector
crisis. The monetary authorities also have borrowing,135 they also have raised the
contained growth of the money supply. cost of financing to productive
These and other measures succeeded in enterprises, increased the cost of
reducing the annual inflation rate in interest payments on the public debt, and
Jamaica from an all-time high of 80.2 per diverted capital from investment in
cent in 1991 to under 7 per cent in 1999 production to low-risk high-return
and 2000. The inflation rate has averaged financial instruments.
13.1 per cent per annum over the five
133
See for example, Lattie (2000).
134
Annual % change in consumer price index (CPI) as measured from December to December.
135
Real interest rates averaged 11.0% over the ten year period from 1994-2003 (Real treasury rates
taken from King in PIOJ, Jamaica Human Development Report 2005).
Page 134 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
National Outcomes
As a small, open economy with high The National Strategies are based on the
trade-to-GDP ratios, Jamaica is fundamental importance of
particularly vulnerable to the impact of macroeconomic stability as a basic pillar
external shocks, such as increases in oil of economic prosperity, which provides
prices and international commodity the conditions for the successful
prices, on price levels in its domestic development of all economic sectors.
economy. Consequently,Vision 2030 Jamaica will
undertake the necessary steps to
Exchange Rate Management improve macroeconomic performance in
Allowing the foreign exchange rate to the short and medium term, while laying
adjust to domestic inflation may result in the foundation for fiscal and debt
a more competitive real effective sustainability, an efficient and equitable
exchange rate (REER) but would also tax system, financial system stability and
increase the cost of debt service price stability over the long term.
payments on the external debt and the
domestic cost of imports. The National Strategies, an elaboration
of each and some selected sector
strategies are listed below.
!";$<*:*/5=$.&$*++,-,*&2$.&0$*>(,2.1/*$2.?$
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$$$$$'3'2*@
4,&,'2)3$5+$6,&.&-*$.&0$27*$8(1/,-$9*):,-*
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B.&C$5+$D.@.,-.
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4,&,'2)3$5+$6,&.&-*$.&0$27*$8(1/,-$9*):,-*
“Jamaica, the place of choice to live, work, raise families and do business” Page 135
Vision 2030 Jamaica | National Development Plan
7-1 Ensure Fiscal and Debt will reduce the debt-to-GDP ratio over
Sustainability the long term. However, in the medium
Fiscal and debt sustainability represent term, the reduction of the debt-to-GDP
necessary conditions for future ratio will require reducing the absolute
macroeconomic stability and economic size of the public debt stock through
growth.136 To achieve fiscal sustainability positive net amortization. In the design
by reducing or eliminating fiscal deficits of macroeconomic policy, we will take
under Vision 2030 Jamaica, the into account the potential differential
Government will: continue to maintain impact on males and females, and on
relatively high primary surpluses; vulnerable groups including the poor, as
improve the efficiency and effectiveness well as the implications for the natural
of non-debt Government recurrent and environment.
capital expenditure through public sector
modernization and prioritization of Selected Sector Strategies:
public sector investment; remove loss- • Reduce the fiscal deficit towards a
making public enterprises from the balanced budget
budget through rationalization and • Ensure alignment of revenue and
privatization; and improve public sector expenditure projections with
planning and budgeting processes and planned Government priority
National Outcomes
136
In the context of public debt, a sustainable debt position is often viewed as one where the
government (or public sector) is solvent. To be deemed solvent, a government must be expected to
honor current and future financial obligations, including the implicit commitment to continue
providing certain public goods, services, and transfers in the future.
137
Maturity of financial instruments.
Page 136 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
National Outcomes
Equitable Tax System System Stability
Under Vision 2030 Jamaica we will Vision 2030 Jamaica places emphasis on
undertake fundamental tax reform to strengthening the policy, regulatory and
reduce the complexity of the system, institutional framework for our financial
reduce the time and number of system to ensure its long-term stability.
payments required, and ensure that This National Strategy will: strengthen
horizontal and vertical equity is achieved. the technical and technological
We will determine the optimal incentives capabilities of regulatory agencies;
system that will contribute to the provide a robust legislative and
successful achievement of our long-term regulatory framework to support the
economic development goal, taking into integrity of the financial sector; improve
account global and regional the major clearing and settlement
considerations including the implications systems through which financial
of the WTO Agreement on Subsidies and institutions execute the transfer of funds;
Countervailing Measures and the enhance coordination between local and
CARICOM harmonization of incentives overseas agencies in the identification
under the implementation of the CSME. and investigation of financial crimes;
promote domestic savings; and
Selected Sector Strategies: strengthen the supervisory
• Implement fundamental tax reform independence of the Bank of Jamaica.
to increase efficiency, simplicity and
equity of the tax system Selected Sector Strategies:
• Improve and rationalize tax • Strengthen the legislative and
administration and payment regulatory framework for the
processes financial system
• Improve tax compliance in the • Strengthen the institutional
informal sector by shifting the framework and capacity to
burden of taxation towards effectively regulate financial
consumption institutions and combat financial
• Carry out reform of the incentives crimes
system to the productive sectors
“Jamaica, the place of choice to live, work, raise families and do business” Page 137
Vision 2030 Jamaica | National Development Plan
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Page 138 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
National Outcome # 8
National Outcomes
AN ENABLING BUSINESS
ENVIRONMENT
“
Under Vision 2030 will have as competitive a business
Jamaica, we will make environment as any country in the
Caribbean.
the necessary
improvements to... have
The following aspects of the business
as competitive a environment are addressed below:
business environment • Bureaucracy
as any country in the • Access to Capital
Caribbean. • Trade and Foreign Relations
”
• Labour Market and Productivity
• Micro, Small and Medium-Sized
Enterprises (MSMEs)
Jamaica has made progress in improving
aspects of its bureaucracy, including Bureaucracy
creating a streamlined process for The business environment is affected by
registration of new companies that is the degree of efficiency and
among the best in the world. The responsiveness of the public sector
ongoing process of Public Sector entities with which firms must interact at
Modernization has contributed to various stages of their business
improving customer service throughout operations. The Public Sector
the Government. However, other aspects Modernization Programme has led to
of our bureaucracy are inefficient and improvements in many aspects of
unnecessarily burdensome, increase bureaucracy, including the ease of
transaction costs and reduce starting or closing a business.138
competitiveness. These include customs, However, bureaucratic institutions and
tax administration, land titling and regulations continue to be cited by
138
World Bank, Doing Business 2009 (2008).
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Jamaica - Ease of Doing Business Ranking 2009
Vision 2030 Jamaica | National Development Plan
Enforcing Contracts
Getting Credit
Registering Property
Starting a Business
National Outcomes
Overall Ranking
0
00 40
37.5 80
75 120
Jamaica's Ranking out of 181 Countries 112.5
(1st - Highest; 181st - Lowest) 150
Source: World Bank, Doing Business 2009 (2008)
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Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
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the business environment. These loans and advances to the productive
legislative hurdles include: delays in sectors and away from non-productive
reforming archaic or outdated laws and investment in Government paper.
regulations; inadequate policy
development capacity in ministries and High Interest Rates
agencies; and capacity constraints in the Lending rates to the productive sectors
drafting and enactment of new remain uncompetitive. While interest
legislation. rates have trended downward over the
past decade, the spreads between
Access to Capital deposit and lending rates in Jamaica
Increased access to capital will play an remain higher than in many other
important role in Jamaica’s long term countries in the region.141
economic development. Efficient capital
markets allocate financial resources to Lack of a Credit Information Bureau
their most productive uses. A modern Jamaica currently lacks a credit
well-functioning financial sector plays information bureau which can provide
important roles in supporting innovation information on borrowers and reduce
and entrepreneurship, assessing and lending risks, while respecting privacy
managing risk, and ensuring transparency and confidentiality. Jamaica was ranked
in financial markets. These roles are 84th of 181 countries in access to credit
particularly important for Jamaica, given in 2008, based largely on this factor.142
that high levels of public sector Jamaica also lacks a central depository
borrowing limit the availability of capital for fixed-income securities, as already
for private sector investment. provided for equities.
141
For example, the spreads between deposit and lending rates in Jamaica averaged over 12% per
annum in 2006, compared to spreads of 5-7% in other highly-indebted Caribbean countries such as
St. Kitts and Grenada (IMF, 2006).
142
World Bank, Doing Business 2009 (2008).
143
KOF Index of Globalization presented by Axel Dreher (2006).
144
United Nations Statistics Division National Accounts Main Aggregates Database 1970-2007. By
contrast the USA has a trade openness ratio of 20%-30%.
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Vision 2030 Jamaica | National Development Plan
its annexes,146 the Convention major resource that can play a strategic
establishing the World Intellectual role in the long-term economic
Property Organization (WIPO), the development of our island similar to the
Lomé Convention between the important role that, for example, the
European Union (EU) and African, Chinese and Indian Diaspora are playing
Caribbean and Pacific (ACP) countries in the economic development of their
and its successor, the Cotonou respective countries. This role goes
Agreement. In 2008 the EU concluded an beyond being a source of remittances,
Economic Partnership Agreement (EPA) important as these have become as a
with the Caribbean Forum of ACP states source of foreign exchange and
(CARIFORUM) including Jamaica. The livelihood support to the local economy.
main bilateral trade relations include the
Caribbean Basin Initiative (CBI) with the The Diaspora can play a strategic role in
United States of America (USA) and the our economic development in a number
Caribbean-Canada Trade Agreement of ways, including: as a source of
(CARIBCAN). investment and entrepreneurship for
business ventures; by providing lobbying
As a member of CARICOM, Jamaica is support for Jamaica in international fora;
engaged in the establishment of the as a source of academic and technical
Caribbean Single Market and Economy expertise; as a market for tourism and
(CSME) which will integrate regional our exports of goods and services; and
markets and economies. CARICOM has as a network for advancement of
established bilateral agreements with a Jamaicans in international businesses and
number of regional trading partners other endeavours.
145
Michael E. Porter and Klaus Schwab, The Global Competitiveness Report 2008-2009 (Geneva: World
Economic Forum, 2008), 6.
146
Trade-Related Aspects of Intellectual Property Rights (TRIPS), Trade-Related Investment Measures
(TRIMs) and General Agreement on Trade in Services (GATS).
147
Based on discussions with the Diaspora and Consular Affairs Department of the Ministry of Foreign
Affairs and Foreign Trade.
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Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
National Outcomes
away from production toward
Balance of Payments consumption.
and Trade Deficits
Jamaica has seen its current account Dependence on Primary Exports
balance of payments deficit increase from Earnings from tourism and exports of
US$256 million in 1991 to US$1,740 bauxite and alumina have remained the
million in 2007. The trade deficit on largest sources of foreign exchange
goods and services has grown from earnings estimated at US$1,613 million
US$509 million in 1991 to US$3,118 and US$1,154 million, respectively, in
million in 2007. Of concern is that the 2006. While non-traditional exports
share of imports accounted for by have risen from 25 per cent of total
consumer goods has risen, while the exports in 2001 to 31 per cent in 2006,
percentages of total imports represented this growth is largely accounted for by
by intermediate and capital goods have the categories of crude materials and
Source: BOJ
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mineral fuels, indicating that Jamaica has and Adjustment Team (JTAT) within the
not yet been successful in diversifying Ministry of Foreign Affairs and Foreign
into higher value-added exports. The Trade (MFAFT) and the Caribbean
other main inflow of foreign exchange Regional Negotiating Machinery
earnings that has helped to offset the (CRNM).
growing deficit on goods and services
has come from net private transfers Regional Integration and Economic
(remittances) which increased from Partnership Agreements
US$153.3 million in 1991 to US$1,907 Jamaica will face particular challenges in
million in 2007. implementing the measures required for
full establishment of the CSME as well as
International Agreements for implementation of the economic
It will be important for our foreign and partnership agreement (EPA) with the
trade policy negotiations to ensure that EU. These processes will open the
the interests of developing countries and Jamaican economy to greater
small and vulnerable economies, competition from Caribbean and
including Jamaica, are robustly defended European companies, producers and
in international negotiation processes workers. The CSME also will require
and reflected in final agreements, Jamaica and other member states to
National Outcomes
148
Jamaica received foreign direct investment (FDI) inflows totaling US$2.95 billion from 2004-2007,
representing 3.4% of total FDI) inflows to the Caribbean over the same period (UNCTAD 2008).
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Productivity education and skill
The reform of the labour market will be • Relatively low levels of technology
an important aspect of the long-term and capacity utilization of
economic development of our country. machinery
Improvement in labour productivity is • Constraints resulting from
fundamental to enhancing the inadequate physical infrastructure
competitiveness of productive including roads and public transport
enterprises in Jamaica, while the systems
efficiency and flexibility of the labour • Absence of a productivity culture
market will contribute to optimal • Firm-level factors including inferior
allocation of this important and production practices, plant
abundant factor of production. Efficient organization, management systems
labour markets establish meaningful and employee incentive
relationships between worker programmes
remuneration and output that provide • Low levels of social capital,
incentives for increased productivity. The particularly trust, leading to
relationships between employers and increased transaction costs and
their employees, whether unionized or unproductive use of resources in
non-unionized, are also important for resolution of adversarial labour
economic production and development. relations
Jamaica earned a relatively favourable • Levels of uncertainty in the
estimate of its labour market from the macroeconomic environment
GCI report in 2008, with the weakest including high public debt
areas identified as low cooperation in • Impact of crime and violence
labour-employer relations, firing costs, • High proportion of workforce
pay and productivity, and migration of employed in micro and small
skilled labour. enterprises (MSEs) and the informal
sector which exhibit relatively low
According to the Jamaica Productivity levels of productivity
Centre, “the Jamaican economy has been
in a low-growth, low-productivity trap Employment in the goods-producing
since the 1970s.” Labour productivity has sector fell from 44.7 per cent of the
declined at an annual average rate of 1.5 total employed labour force in 1991 to
per cent over the period 1973 – 2007.149 35.4 per cent in 2007. The share of the
While limited systematic research on the services sector rose from 54.6 per cent
factors affecting productivity in Jamaica to 64.4 per cent of the total employed
has been undertaken to date, the main labour force during the same period.
contributors to low productivity have Total employment has grown from
been identified as including the 907,900 persons in 1991 to 1,136,900 in
following:150 2007, while the unemployment rate has
fallen from 15.4 per cent of the labour
149
Jamaica Productivity Centre, Jamaica: Productivity Summary Report 1972 – 2007 (Draft) (2008), v.
150
See for example the review carried out in Downes (2002).
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Vision 2030 Jamaica | National Development Plan
force in 1991 to 9.9 per cent in 2007. In address the existing inequalities between
2007, the youth unemployment rate of genders in the levels of remuneration,
23.6 per cent was more than three times employment and conditions of labour.
the adult unemployment rate of 7.0 per
cent; the female unemployment rate, at Harmonization of Labour Laws and
14.5 per cent, was more than twice that Standards with CARICOM
of the male rate of 6.2 per cent. As part of the implementation of the
CSME, Jamaica will be required to
In 2008, Jamaica’s inactivity rate (which harmonize its labour laws and standards
refers to the proportion of persons of with other CARICOM states. The CSME
working age who are outside of the will increase mobility of and competition
labour force) was 34.6 per cent. This is for skilled labour and jobs among
comparable to the average for the Latin member states.
America and Caribbean region, which
recorded a rate of 34.4 per cent in 2006. Labour Migration
As with many other developing
Issues and Challenges countries, Jamaica continues to suffer
from net outward migration of many of
Labour Market Rigidities its most skilled and educated workers
National Outcomes
151
It has been estimated that Jamaica suffers a “brain drain” of 34 - 59% of its tertiary educational
graduates (Knight Pauline, Easton Williams and Steven Kerr, PIOJ 2006) (unpublished).
Page 146 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
Micro, Small and Medium- 2001.155 Almost half of all MSEs and
National Outcomes
Sized Enterprises informal enterprises are engaged in the
Micro, Small and Medium-Sized wholesale and retail trade, with
Enterprises (MSMEs) play an important education, social work and other
role in the economic development of personal services accounting for 22 per
many countries, and represent the main cent.
source of new business start-ups, with
the potential to contribute to economic Issues and Challenges
growth and innovation.152 They represent
a particularly important sector of the Capacity Constraints of MSMEs
Jamaican economy, and include the sub- Despite their importance to the
set of Micro and Small Enterprises economy MSMEs are subject to a range
(MSEs).153 Labour force data indicate that of capacity constraints which must be
the “Own Account” category addressed to enable their full
(representing sole traders) accounted development. These include: limited
for 399,675 persons or 34.5 per cent of access to credit; limited technical, human
the total employed labour force in 2008. and institutional capacity; inadequate
In addition, MSEs make an important entrepreneurial skills; high levels of
contribution to gender equity in the informality; and relative lack of economic
local economy, with women representing linkages and market access.
56 per cent of the labour force in
MSEs.154 Limited Data and Information on
MSMEs
There is also a strong linkage between There is inadequate information on size
MSEs and the informal sector, as many and characteristics of MSMEs and the
MSEs operate informally. A recent study informal sector. Financial support and
suggests that if the contribution of the attention will need to be placed on
informal sector were taken into account, obtaining the necessary data to inform
it would increase the size of our the decisions that must guide the
registered GDP by a range of 40 per planning and development of MSMEs and
cent - 44 per cent for the period 2000- the informal sector.
152
Perhaps the best example of the importance of MSEs is their role in the transformation of Taiwan,
where economic planning was based on fostering the growth of small enterprises (firms with 10
employees or less) which accounted for over 90% of all enterprises in the 1950s when the nation
began its modern period of growth. Taiwan has employed a range of strategies to foster small and
medium enterprises including the “centre-satellite” strategy where a larger manufacturing company is
linked to small companies who provide it with supplies and services.
153
A micro-enterprise in Jamaica is defined as one with less than 10 employees and less than US$0.125
million in annual sales, while a small business in Jamaica is defined as one with less than 10 employees
and between US$0.125-1.0 million in annual sales.
154
Robles, Hernandez et al, Informal Sector Study for Jamaica (2004).
155
This informal economic activity goes unreported in formal estimates of GDP. Robles, Hernandez et al,
(2004).
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Vision 2030 Jamaica | National Development Plan
Table 22: National Strategies and Responsible Agencies – Enabling Business Environment
----
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National Outcomes
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Page 148 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
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Policy, Regulatory and • Improve customs and clearance
processes for imports and exports
Institutional Framework
• Improve and streamline
for Business bureaucratic processes for business
Development establishment and operation
Vision 2030 Jamaica will improve our • Improve processes related to land
business environment by ensuring a ownership, titling and transfer
facilitating policy, regulatory and • Reform and modernize land use
institutional framework for business planning and development and
development through measures such as: environmental permit and licence
improvements in customs; expanding e- systems
Government; modernizing laws and • Improve efficiency and effectiveness
regulations; and streamlining of systems for commercial dispute
bureaucratic processes. This requires us resolution
to address and remedy each aspect of • Expand e-Government services and
our business environment that access
represents a constraint to economic • Strengthen legal and regulatory
development. Each area will require an framework for e-commerce and
in-depth review of the existing protection of intellectual property
conditions and the proposals that rights
already have been made to improve • Increase consultation with and
them, as well as consideration of new participation of stakeholders in the
approaches that may not yet have been development of the policy, legal and
considered. institutional framework for business
• Rationalize the public sector
This National Strategy is supported by agencies and institutions relating to
National Strategy 6-5 (Strengthen Public business operations and approvals
Institutions to Deliver Efficient and • Review and revise policy, legal and
Effective Public Goods and Services) regulatory framework to enhance
which provides the framework to the business environment
improve the efficiency of services by the • Strengthen mechanisms to protect
public sector with mechanisms to ensure consumer rights
accountability. This strategy will build on
the existing initiatives already engaged in
improving the business environment,
including the Public Sector
Modernization Programme and initiatives
to streamline the planning approval
process.
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Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
National Outcomes
capabilities including functional and trade. A key approach under Vision 2030
technical cooperation, participation Jamaica will be to increase the number
in multilateral organizations, and capacity of overseas missions in key
Diaspora relations and consular markets and to improve the
functions collaboration among agencies involved in
• Undertake periodic review and the promotion of Jamaica, including the
refinement of trade policy Ministry of Foreign Affairs and Foreign
Trade, Jamaica Trade and Invest and the
8-4 Strengthen Investment Jamaica Tourist Board.
Promotion and Trade
Selected Sector Strategies:
Facilitation
• Market and promote Jamaica as a
To take full advantage of the
premier destination for investment
opportunities in the external
• Strengthen the capacity of
environment created by favourable trade
investment and trade institutions
and foreign relations as well as by
Jamaica’s strong Nation Brand, we will
place strategic emphasis on 8-5 Develop an Efficient
strengthening our national capabilities Labour Market
for investment promotion and trade The National Strategy to develop an
facilitation. This decisive commitment to efficient labour market will involve
compete in global markets requires addressing the factors that reduce the
development of strong targeted efficiency with which the supply and
investment promotion programmes and demand for labour are matched. This
building the capacity of institutions strategy is fundamental to improving the
contribution of Jamaica’s human capital
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Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
National Outcomes
Environment to Enhance arrangements, through viable
strategies that can reduce travel
Labour Productivity and
time for workers (e.g.
Worker Satisfaction telecommuting)
Jamaica’s new economic model is based • Promote a national programme of
on increasing the productivity of its re-socialization to improve work
human capital. The National Strategy to ethics, values, attitudes and
improve the labour environment to behaviour among workers
support labour productivity and worker
satisfaction is aimed directly at
8-7 Develop the Capabilities
accomplishing this requirement. The
relationships between employers, of Micro, Small and
managers, trade unions and the work Medium-Sized
force will be improved, the conditions at Enterprises
the workplace will be enhanced to Jamaica will enhance the role played by
increase worker satisfaction and Micro, Small and Medium-Sized
productivity, core labour standards will Enterprises (MSMEs) in building the
be respected, and payment systems will economy by developing their capacities
reinforce worker performance. At the and improving the channels through
national level, we will create an which they participate in economic
environment and culture in which the activities. MSMEs are found in all
importance and sources of productivity productive sectors and benefit from the
are better understood and applied to broad measures taken to develop these
create economic prosperity. sectors. However, these enterprises have
certain characteristics that require
Selected Sector Strategies: specific measures to meet their
• Advance and enforce mechanisms particular needs, which will be addressed
for adequate social protection for under the Vision 2030 Jamaica - National
workers Development Plan. These measures
• Boost labour-management include steps to: widen the channels
cooperation and good work through which MSMEs can obtain
practices financing; develop the technical and
• Improve industrial relations organizational capacity of MSMEs;
mechanisms strengthen the capacity of the industry
• Promote performance-based pay organizations that represent MSMEs
and incentives systems including the Small Business Association
• Legislate and enforce the “decent of Jamaica (SBAJ); provide ongoing
work” agenda training programmes to build human
• Develop and implement a national capital in MSMEs; develop economic
programme of productivity linkages to other MSMEs and to the
management formal sector; and implement
• Promote the use of improved programmes that will encourage more
technology for greater productivity MSMEs to enter the formal sector over
time.
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Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
National Outcome # 9
STRONG ECONOMIC
INFRASTRUCTURE
Overview
High-quality infrastructure is important goods, services and labour; increases the
to economic prosperity for many productivity of economic processes; and
reasons. Transport, water supply and improves decision-making by
telecommunications infrastructure help entrepreneurs and other economic
to integrate economic activities across actors.Vision 2030 Jamaica will ensure
regions and markets by enhancing the the development of world-class
efficient movement of persons, goods, transport, telecommunications, water
services and information. Infrastructure supply and sanitation infrastructure that
contribute to the competitiveness of our
T21 MODEL SIMULATION producers and improved quality of life
for our people.
A model simulation was
conducted to quantify the effect Investment in infrastructure has been
of shifting public resources shown to have a significant effect on
economic growth. The results of the
toward infrastructure. The
Threshold 21 Jamaica (T21) model
exercise suggests that a ten
indicate that improvement in physical
percent proportional transfer of economic infrastructure (such as roads,
Government’s discretionary energy and water supplies, air and sea
budget in favour of infrastructure ports, and telecommunications
raises GDP per capita in 2030 by networks) usually has higher payoffs in
20.6 per cent, while drawing the form of higher rates of economic
from General Services to effect growth than equivalent investment in
the transfer yields a 24.7 per health and education over the time
cent gain. horizon to 2030. This is because such
improvements have a faster impact on
total factor productivity.
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Vision 2030 Jamaica | National Development Plan
156
E.g. Highway 2000 (Jamaica’s first modern toll road).
157
Studies have revealed that for every US$1.0 billion investment in highways through the Federal-Aid
Programme in the United States of America, approximately 41,000 full time jobs are created and for
every one million passengers passing through an airport in Europe, 4,000 jobs are created through
direct, indirect and catalytic impact on employment in the surrounding community (Rodrigue,
Comtois and Slack 2006).
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
create significant challenges for road freight transport services of the Jamaica
National Outcomes
construction and maintenance. Traffic Railway Corporation (JRC) in 1992,
volumes have increased, fed by rapid railway operations in Jamaica are limited
growth in the number of motor vehicles. to the activities of bauxite companies.
This has contributed to congestion in Interest has been expressed in
major towns and cities across the revitalizing the railway but, to date, public
island.158 Road safety and access to land or commercial passenger and freight
transport are important issues to be services have not been restored.
addressed. These problems are further
compounded by the frequency with Air Transport
which overloaded trucks use the Jamaica’s air transport comprises an
roadways. The importance of the public international and a domestic system. The
transport system to road transport in air transport system consists of: the
Jamaica is highlighted by the finding of a aviation service providers such as
recent survey that nearly 75 per cent of airports, air traffic services, aircraft
households do not own a motor maintenance organizations, airlines
vehicle.159 The student population is (including the national airline,
dependent on public transport for access Air Jamaica) and Aeronautical
to schools. Telecommunications Limited
(AEROTEL); users of air transport, such
Railway transport forms the second tier as passengers and shippers; the regulator,
of land transport, a mode of the Jamaica Civil Aviation Authority
transportation that was introduced in (JCAA); and the administrator of the
Jamaica as early as the 1840s. Since the island’s airports and aerodromes, the
closure of the public passenger and Airports Authority of Jamaica (AAJ).
158
The negative effects of traffic congestion include the loss of productive time of motorists and
passengers, increased air pollution and vehicular wear and tear, and interference with passage of
emergency vehicles.
159
PIOJ and STATIN, Residential Consumer End Use Survey: Volume 1 – Household Energy & Transport
Final Report (2007).
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160
Institute of Shipping Economics and Logistics, Shipping Statistics Yearbook 2008 (2008).
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
conditions.
Cost and Timeliness of Maintaining
Road Network Public Transport System
Funding for road construction and The existing public transport system
maintenance presents a major challenge presents access problems for a number
to the public sector, particularly given of social groups, including the elderly and
the budget constraints imposed by the the disabled. The long-term development
requirements for debt service payments. of Jamaica’s public transport system will
The lack of adequate funding for periodic require design and integration of the
maintenance in particular leads to early most efficient transport modes,
failure of roads even when standard establishment of sustainable funding
maintenance activities are carried out. mechanisms, and coordination with
The present approach to road repairs national spatial planning and
where regular and planned maintenance environmental management frameworks.
is replaced by patching of failed areas
that have been previously patched is not National Air Carrier
sustainable and does not address the The main challenge for international air
fundamental causes of road failure. transport in the near term will be to
resolve the fate of Air Jamaica, which
Fragmented Responsibility for began operations in 1969. The national
Maintaining Road Network carrier has passed through phases of
The responsibility for road construction private and public ownership without
and maintenance is divided between the achieving financial viability. The strategic
National Works Agency (NWA) with issues include the limited economies of
responsibility for main roads, and local scale of small national carriers and the
authorities for parochial roads. Road need to provide adequate airlift for
maintenance also must be combined Jamaica’s travel and tourism industry and
with maintenance of associated passenger and cargo movements. The
infrastructure such as drains and Government is pursuing options for
culverts. privatization of Air Jamaica based on
rationalization of its operations.
Road Safety
Road safety represents an important Domestic Air Transport
aspect of a sustainable land transport The main challenges for the domestic air
system. While the number of road transport system include maintenance
fatalities has declined over the past and expansion of aircraft fleet and land-
decade, the number of admissions to based infrastructure including
accident and emergency units of public aerodromes, and difficulties in generation
hospitals resulting from motor vehicle of economic levels of revenue from
accidents has increased over the same internal personal, business, tourism and
period.161 This has been attributed freight traffic.
primarily to poor driving habits, as well
161
Road traffic fatalities declined by 2.6% from 391 in 2003 to 381 in 2006 (Road Safety Unit), while
cases seen at accident and emergency units of public hospitals from motor vehicle accidents (January-
September) rose by 46.4% from 9,005 in 2003 to 13,182 in 2006 (ESSJ 2003-2006).
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Logistics Hub
National Outcomes
A major transport and
logistics hub or
junction represents a
particularly high level
of evolution for the
transport sector in any
country. Logistics refers
to the process of
managing the flow of
goods, services, people,
information, energy, and
other resources
through the entire
supply chain from
Figure 19: Map of Jamaica’s Geographic Location
source to end use. A
number of countries and cities, including • A large pool of trainable labour
Singapore, Dubai, Hong Kong, Miami, the • Some existing elements of required
Netherlands and Germany have achieved policy and regulatory framework
the status and benefits that come from • Potential for development and
having established a major logistics hub. expansion of supporting services
Jamaica has the opportunity to establish
itself as a premier logistics hub in the The benefits to Jamaica of becoming a
Caribbean based on a number of factors, major transport and logistics hub will
including: include:
• Increased generation of primary
• Its strategic geographic location in revenue streams from transport
proximity to the main East-West and related facilities and services
shipping lanes between the Far • Increased contribution of transport
East, Europe and Eastern North services to Gross Domestic
America, and trade and air routes Product (GDP) and employment
to the Americas, Europe and the • Opportunities for development of
Caribbean related economic activities
• The opportunity to capitalize on throughout the logistics value chain
increased trade flows from the • Enhanced integration of intermodal
expansion of the Panama Canal that linkages between land, air and
will double its capacity by the year maritime transport systems
2015 • Integration of administration for
• A well-developed transport and strategic planning for land, air and
telecommunications infrastructure, maritime transport
services and institutions with a • Provision of an ideal platform for
foundation for the main elements global competitiveness for domestic
of a major logistics hub producers and exporters
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Vision 2030 Jamaica | National Development Plan
either fail to establish a major hub or will of our logistics performance included
be restricted to secondary status and infrastructure, handling of international
limited revenue streams. In order to pre- shipments, logistics competence, tracking
empt other regional competitors such as and tracing, and timeliness. However,
the Dominican Republic, Puerto Rico, Jamaica ranked 5th in the world on
Cuba and Trinidad and Tobago, we will domestic logistics costs.
Telecommunications Network
Information and Communications
Technology (ICT) has emerged as one of
the more visible representations of
modern development, profoundly
influencing production processes and
social life. Information and
communications technologies (ICTs)
form the basis for the transition to the
information society that represents the
model for developed economies in the
21st century. The speed and depth of the
changes resulting from ICTs have been
termed the second Industrial Revolution.
The development of the ICT industry
has transformed life in Jamaica in many
ways. We have seen the introduction
and spread in the use of mobile phones,
162
Arvis, Jean-François, Monica Alina Mustra, John Panzer, Lauri Ojala and Tapio Naula. 2007. Connecting
to Compete: Trade Logistics in the Global Economy - The Logistics Performance Index and Its
Indicators. (Washington, D.C.: The World Bank).
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
Photograph contributed by JTI
personal computers and the Internet, telecommunications infrastructure
dramatic expansion in the number and includes a 100 per cent digital
range of telecommunications and telecommunications network, a
broadcast media providers, and growth submarine fibre optic transmission ring
of applications of ICTs in businesses, around the island, international
schools and households. submarine cable links through the
Cayman-Jamaica fibre system and the
The telecommunications industry has recently installed Columbus
experienced among the highest levels of Communications’ Fibralink system to the
expansion and investment in our Dominican Republic.
economy, particularly since the year
1999 which saw the lifting of the We have achieved relatively high uptake
monopoly on telephone services. Since of some ICTs, in particular mobile
the liberalization of the industry in 1999, telephony. In 2008, the phone
there has been an explosion in the penetration rate reached 114 per cent of
number of telecommunications licences the population based on subscribers for
granted in Jamaica, increasing from a fixed and mobile phones. A range of
total of 2 licences in 2000 to 441 international indices show that Jamaica
licences by 2008. has generally achieved a position midway
among the nations of the world in the
Jamaica has three main mobile providers: development of its ICT sector, and has
Cable & Wireless Jamaica Limited the potential to increase the
(trading as LIME), Mossel Jamaica Limited contribution of its ICT infrastructure to
(trading as Digicel) and Oceanic Digital national development. The World
Jamaica Limited (trading as Claro). The Economic Forum Networked Readiness
Government has awarded spectrum Index for 2007-2008 ranked Jamaica 46th
licences to Digicel and Cable & Wireless of 127 countries in terms of ICT
to offer broadband services in the 3.5 environment, network readiness and
GHz band. Jamaica’s advanced usage of ICT.
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“
Issues and Challenges Vision 2030 Jamaica plans to
ensure the development of
Spectrum Management world-class transport,
There has been an exponential growth in telecommunications, water
the demand for radiofrequency supply and sanitation
spectrum, which represents a
infrastructure that can
fundamental resource for Jamaica’s
contribute to the
telecommunications network. In some
competitiveness of Jamaican
areas, such as broadcasting and mobile
producers and improved quality
broadband, this increased demand has
of life for the
resulted in the limited availability of FM
”
frequencies for analog broadcast and the Jamaican people.
need to review current allocations to
ensure that the spectrum is being Human Resource Development
utilized for its best purpose. Challenges The rapid pace of change and
in spectrum management include being technological advance will require
able to anticipate the needs of users, to ongoing human resource development to
manage the various demands for ensure that adequate trained personnel
spectrum to avoid conflict among are available to companies and
National Outcomes
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
Services small rural projects.
Water is the fundamental requirement
for all human settlements, as expressed Issues and Challenges
by the slogan of the National Water
Commission (NWC) - “Water is Life!” High Levels of System Losses
It is estimated that 17 per cent of The levels of non-revenue water165 are
freshwater consumption in Jamaica is for high due to aging infrastructure and the
domestic usage. Our water is mainly under-metering for 15 per cent of the
consumed by the productive industries population. Non-revenue water is
including agriculture (which accounts for estimated at 60 per cent of the total
75 per cent of total water consumption), amount of water distributed by the
food processing, and tourism.163 Faced NWC.166 System losses are also high in
with the likelihood of growing the agricultural sector where water used
imbalances between the demand and for irrigation is lost to leaky canals and
supply of freshwater at a global level evaporation.
over the next 25 years,164 Jamaica must
consider water as a fundamental Inadequate Water Distribution
strategic resource that is not only Infrastructure
necessary for improved quality of life for There is inadequate storage capacity in
our population but also one which can many parishes to increase the reliable
provide us with a competitive advantage yield and to ensure that there are
in those industries, such as tourism, sufficient supplies of water during the
where water represents an important dry season. While sufficient water exists
input. on the island to meet all water demands,
the water resources are not necessarily
Since April 1996, the Water Resources located close to the major centres of
Authority (WRA) has had responsibility water demand. The infrastructure to
for regulation, control and management
of the nation’s water resources. The Rainfall is the sole
NWC on the other hand has source of freshwater
across Jamaica, yielding
responsibility for the public supply of
three basic water
drinking water and sewage treatment, resource types, namely:
and operates within the policy context • Surface water – rivers
of the Government’s goal of universal and streams;
access to potable water by the year • Groundwater – wells
2010 and the establishment of sewerage and springs; and,
systems in all major towns by 2020. The • Direct rainwater –
National Irrigation Commission (NIC) evapotranspiration
has responsibility for the supply of water and harvested
for agricultural and irrigation uses, while rainwater
the Rural Water Supply Company has
163
Source: Water Resources Authority (WRA).
164
United Nations Environment Programme. 2000. Global Environment Outlook 2000. (New York:
United Nations).
165
Non-revenue water is water that has been produced but lost before reaching the customer, through
physical losses or leaks, or apparent losses, e.g. theft or under-metering inaccuracies.
166
Ministry of Water and Housing [online], http://www.mwh.gov.jm.
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Vision 2030 Jamaica | National Development Plan
move the water to the areas where it is system, compared to 51.4 per cent of
needed is absent or inadequate in some households in the KMA and 12.2 per
parts of the country. cent in other towns. The commonest
form of rural sanitation is the pit latrine,
Inadequate Sanitation Services used by 57.9 per cent of rural
While sanitation services have increased households. Septic tanks, pit latrines and
in recent years,167 they are less extensive other types of onsite sanitation systems
than the coverage of water services, and can be effective and safe. However, if not
sewage disposal practices are also often constructed, used and maintained
inadequate. Sewerage is not generally properly, they can pose a threat to health
provided in rural areas, except in housing and the quality of ground and surface
developments, with only 4.3 per cent of waters.
rural households connected to a sewer
National Outcomes
167
The percentage of households island-wide with water closets linked to sewer rose from 18.3% in
2001 to 21.9% in 2007 (Jamaica Survey of Living Conditions 2001 and 2007, PIOJ/STATIN).
Page 166 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
Under Vision 2030 Jamaica, each of the sanitation services for economic and
components of our transport system will social uses. Public private partnerships
be expanded and adapted to meet the will be a key approach in developing
evolving needs of our economy and strong economic infrastructure for our
society. The development of a future.
modernized public transport system and
a multimodal regional logistics hub will The National Strategies, an elaboration
be priorities. We will ensure that of each and some selected sector
broadband infrastructure and access is strategies are listed below.
expanded island-wide, and provide
Table 24: National Strategies and Responsible Agencies – Strong Economic Infrastructure
----
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
Public Transport System • Develop and implement a long-
The development of a modernized public term plan for the public transport
transport system is a key national system including for schools, taking
strategy for Jamaica’s economic into consideration integrated,
infrastructure. Public transport multimodal options for bus, rail,
represents the most efficient use of the taxi, ferry and air transport
road network, as well as the most • Develop and expand public bus
efficient use of energy resources for land system to meet sustainable
transport. Public transport reduces the transport needs
negative impact of land transport on the • Ensure access to public bus system
environment by reducing fuel emissions. for all vulnerable groups
The majority of our population is • Extend taxi routes and licensing to
dependent on public transport. Public meet demand of travelling public
transport will continue to represent • Ensure provision of proper facilities
their main land transport option for the for buses and taxis
foreseeable future, as provision of • Ensure that adequate policies and
individual vehicles for the entire regulations for public transport are
population would represent an implemented
unsupportable burden on the island’s • Promote use of public transport
economy, road network, and the over private car travel
environment.
9-3 Expand Domestic and
While the existing public transport International Air
system is entirely based on buses and Transport Infrastructure
taxis, the long-term development of a and Services
modernized public transport system also We must expand our domestic and
must consider other transport modes, international air transport services to
including passenger rail on critical meet the increasing demand for air travel
corridors and short-sea transport e.g. by domestic and international
ferries, as well as introduction of passengers. Domestic air transport will
alternative fuels such as ethanol and benefit over the long term from
natural gas. Under Vision 2030 Jamaica, increased numbers of aerodromes that
the development of the public transport can accommodate regular and private
system will require: construction and passenger flights and support the growth
installation of supporting facilities; of general aviation services island-wide.
establishment of an appropriate Under Vision 2030 Jamaica, infrastructure
regulatory and fee structure; ensuring development will include: completion of
physical and economic access for all current upgrading projects at the two
social groups, including students, the existing international airports and
elderly and the disabled; and integration domestic aerodromes; consideration of
of transport planning with the overall further expansion of the existing
spatial and land use planning for our international airports; and the long-term
country. consideration of the potential
construction of a third international
airport on the south coast at
Vernamfield, to meet the long-term
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Vision 2030 Jamaica | National Development Plan
requirements for the growth of air location and the major investments
transport, particularly for freight. The already made in maritime transport with
expansion of air transport infrastructure a national strategy to expand and
will require careful consideration of land diversify maritime infrastructure and
requirements and the reservation of services, by: supporting port
required lands as part of the long-term development with adequate training and
spatial planning for Jamaica. Resolution of ancillary services; diversification into dry
the long-term future of Air Jamaica will and liquid bulk cargoes; and developing
have to be based on an economically linkages that can leverage the investment
viable model, as the Government cannot in port facilities through initiatives such
continue to cover operating losses of a as duty-free shopping and manufacturing
national carrier indefinitely. and industrial zones.
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
Regional Logistics Hub such as Caymanas, offers the foundation
for our country’s logistics hub. Over the
with Multimodal
long term, the development of a major
Transport Linkages integrated logistics hub on the South
Vision 2030 Jamaica will leverage our Coast, centred on Port Esquivel and
strategic geographic location and Vernamfield, could: integrate the creation
competitive advantages in existing of import infrastructure for liquefied
transport infrastructure to develop a natural gas as part of the development of
regional logistics hub. This process has the energy sector; provide multi-use
the potential to transform Jamaica’s port facilities for the export of industrial
economy in the same way that the minerals; facilitate expansion of tourism
development of logistics hubs in on the South Coast; and provide the
Singapore and Dubai has transformed potential for industrial parks for the
the economies of those countries. To manufacturing sector.
accomplish this major national strategy,
Jamaica must overcome competition Selected Sector Strategies:
from rival locations in the Caribbean, • Develop a national mechanism and
coordinate its policy and institutional framework to spearhead
framework, and mobilize public and development of logistics hub
private sector investment to develop the • Establish a comprehensive policy
infrastructure and services required to and institutional framework for
create a modernized and efficient development of logistics hub
logistics hub. We must overcome the • Develop and link major and
inadequate level of our existing logistics supporting logistics centres and
capacity through human resource facilities island-wide
development and adherence to world- • Develop safe and efficient
class standards of service delivery. multimodal transport and
communication linkages for logistics
The logistics hub will generate increased hub
primary revenue streams from transport • Promote Jamaica as a major
and related facilities and services, and logistics hub to local and
will provide the ideal platform for international private sector
domestic producers to trade goods and investors and a globally diverse
services into regional and global markets. customer base
The expansion of the Port of Kingston • Develop skilled labour force for
and Kingston Container Terminal, in logistics hub
conjunction with the development of • Develop international cargo
multimodal transport linkages and facilities
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National Outcomes
Safe Water Supply and using more than 41 per cent of its
reliable safe yield of freshwater by 2015,
Sanitation Services
and the water supply system would have
To ensure the provision of adequate and
to almost double its delivery between
safe water supply and sanitation services,
2003 and 2015.
Vision 2030 Jamaica will strengthen the
nation’s infrastructure for storage,
Currently, reliable and safe yields168 of
treatment, distribution and disposal of
freshwater in Jamaica are estimated at
water. This will be achieved through a
4,085 million cubic metres per year, with
range of strategies including:
groundwater accounting for 84 per cent
strengthening national capacities to make
and surface water 16 per cent. Present
decisions among competing demands for
production from both ground and
the allocation of limited water resources;
surface water resources totals 920
increasing financing for infrastructural
million cubic metres per year – 22.5 per
development; and the creation of an
cent of the current reliable safe yield.
institutional framework to allow for
This leaves a balance of 3,165 million
efficient and effective water resources
cubic metres per year (over 77% of the
management.
total) available for development.
Strengthening the country’s
Under Vision 2030 Jamaica, water,
infrastructure is particularly important as
sanitation and hygiene will be linked to
new water required by the country by
support human health, protect
the year 2015 has been estimated at 790
ecosystems and reduce poverty. We will
million cubic metres per year by the
provide stronger coordination between
Water Resources Authority (WRA), with
the planning and development of water
172 million cubic metres for non-
supply, sanitation services and human
agricultural purposes and 618 million
settlements.
cubic metres for agricultural purposes.
168
The reliable yield or exploitable surface water is the daily water flow that is exceeded 90 percent of
the time. The safe yield or exploitable groundwater is the quantity of groundwater that can be
withdrawn over a long period without impairing the aquifer as a water source. WRA, [online],
Glossary, http://www.wra-ja.org.
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Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
National
National Outcomes
Outcome # 10
ENERGY SECURITY AND
EFFICIENCY
Overview
Energy represents a fundamental input create a modern, efficient, diversified and
for modern economies and social life. environmentally sustainable energy
Jamaica has been almost entirely sector providing affordable and
dependent on imported petroleum as its accessible energy supplies with long-
primary source of energy throughout its term energy security that contributes to
modern history. Transport is the largest international competitiveness
consumer of petroleum in our economy, throughout all the productive sectors of
accounting for 37 per cent of total the Jamaican economy. By 2030, no less
petroleum consumption in 2008. The than 20 per cent of our energy supply
bauxite and alumina industry follows will come from renewable sources.
close behind, at 34 per cent, while
electricity generation accounts for 23 In an uncertain global environment, our
per cent. The long-term planning for the dependence on imported petroleum
energy sector must focus on these main renders the country vulnerable to
areas in order to achieve meaningful disruptions in energy supply as well as to
improvements.Vision 2030 Jamaica will increases in the price of oil, as occurred
in 1973 and more recently in the years
“
since 2002, when the annual average spot
Vision 2030 Jamaica peak price of crude oil on the
will create a modern, international market increased by 288
efficient, diversified and per cent from US$25 per barrel in 2002
environmentally to US$97 in 2008.169 Our total imports
sustainable energy of petroleum products (oil bill) were
sector providing valued at US$2.71 billion in 2008, up
affordable and from US$0.64 billion in 2002, and
accessible energy imports of mineral fuels represented 30
supplies with long-term per cent of total merchandise imports in
energy security that 2007.
contributes to
international The International Energy Agency (IEA)
competitiveness
projects that global energy demand will
throughout all the
productive sectors of the increase by over 50 per cent by 2030
Jamaican economy. based on current energy policies and
growth trends, and fossil fuels will
continue to dominate the fuel mix.170
”
These trends imply continued growth in
energy-related emissions of carbon
169
Economic and Social Survey of Jamaica (2002 and 2008).
170
United Nations Environment Programme and International Energy Agency, Analysing Our Energy
Future – Some Pointers for Policy-Makers (2007).
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Vision 2030 Jamaica | National Development Plan
2002
2003
3,000
2004
Source: PIOJ
2005
Year
2007
National Outcomes
2008 US$M
171
International Energy Agency, World Energy Outlook 2007 - Executive Summary (2007).
172
See for example, World Economic Forum, The New Energy Security Paradigm (2006).
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Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
National Outcomes
natural and man-made disasters on cent in energy generation, with net
energy production and transport system peak demand projected to more
infrastructure. The range of than double from 606.9 MW in 2006 to
diversification options for our energy 1,439.3 MW by 2027.175 The expansion
sector includes natural gas, coal, petcoke of electricity generation capacity for
and renewable energy resources such as public supply and for the bauxite and
solar energy, biofuels and wind. Another alumina industry will require long-term
recent development has been the choices for the fuel mix.
advancement of activities related to the
exploration for potential oil and gas Issues and Challenges
deposits in onshore and offshore areas
of Jamaica.173 Dependence on Imported Petroleum
Imported petroleum accounts for 94 per
Energy Efficiency and Conservation cent of Jamaica’s energy consumption.176
Energy efficiency is increased by using Our dependence on imported
less energy per unit output, and petroleum makes our island highly
contributes to increased competitiveness vulnerable to disruptions to the supply
of economic production as well as and price of our main energy source.
environmental sustainability and energy This dependence reduces the island’s
security. Jamaica is very inefficient in the energy security. Dependence on
use of energy with an energy intensity petroleum also limits the country’s
index that is more than four times the ability to improve energy efficiency and
global average.174 Energy conservation is reduce energy costs. Our renewable
a broader measure that encompasses energy sub-sector is not as well
energy efficiency as well as behavioural established as in some developing
changes that reduce energy countries, such as Brazil, the Dominican
consumption. Republic and India. Diversification of
energy sources, therefore, must
The Least Cost Expansion Plan for the represent a priority for meeting Jamaica’s
public electricity system assumes an energy needs.
average annual growth rate of 4.2 per
173
Exploration activities in Jamaica have occurred in two phases. The earlier phase spanned 1955 - 1973,
done by private companies, and more recently 1978 - 1982 by the PCJ. A new exploration phase
began with the opening of new licensing rounds in 2005-2007(PCJ). http://www.pcj.com/oil-
gas_energy_main.htm.
174
The Jamaica Energy Policy Analysis 2005, Cabinet Office (2005), indicates that the economy requires
up to 20,000 British thermal units (BTU) to produce US$1.00 of output, compared to a global
average of 4,600 BTU.
175
OUR (2007). The projections for peak demand are being revised and updated by the OUR to take
into account the relatively flat demand since 2006, due in part to the rising price of oil and electricity.
176
PCJ.
“Jamaica, the place of choice to live, work, raise families and do business” Page 177
Vision 2030 Jamaica | National Development Plan
Page 178 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
National Outcomes
Photograph contributed by the Ministry of Energy
National Strategies Over the long term, we will develop our
Vision 2030 Jamaica will provide a secure capacity to take advantage of emerging
and sustainable energy supply for our technologies that will reduce our
country. We will diversify our energy dependence on fossil fuels and
supply, increase use of renewable energy, contribute to the development of a
and explore our options for developing green economy.
all our indigenous energy sources. At the
same time, we will become more The National Strategies, an elaboration
efficient in our use of energy in all of each and some selected sector
sectors of our economy and society. strategies are listed below.
----
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“Jamaica, the place of choice to live, work, raise families and do business” Page 179
Vision 2030 Jamaica | National Development Plan
----
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184
Clean coal technology in the full sense involves reduction or removal of sulphur dioxide, nitrogen
oxides and particulate emissions generated by coal-fired power plants, as well as carbon capture and
storage (CCS) of the carbon dioxide generated by such plants. While a range of approaches for CCS
have been developed they have not yet been made available on a large-scale commercial basis.
Page 180 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
We must emphasize that the planning other renewable energy fuels for motor
National Outcomes
horizon to 2030 represents a transitional vehicles, potential conversion of fleet
period in the evolution of the world’s operators (e.g. buses and taxis) to
energy supply. During this period, the compressed natural gas (CNG) and
world will be developing alternative other alternative fuels, and promotion of
energy sources that will represent long- hybrid vehicles.
term solutions to the economic and
environmental problems caused by fossil To diversify our energy sources, we must
fuels.185 However, these alternative maintain strategic foreign relations with
solutions are not yet ready for adoption our main existing energy suppliers and
for large-scale commercial use. with potential suppliers for new
Consequently it is likely that fossil fuels diversified fuel types. These sources
will remain the main source of energy include the main oil, gas and coal
for Jamaica until 2030, and the emphasis suppliers in the Caribbean region, as well
during this transition period is to switch as other international sources.
from inefficient use of fossil fuels to a far
more efficient use of fossil fuels through Selected Sector Strategies:
fuel choice and energy conservation in • Ensure an appropriate integrated
order to reduce the economic and policy, legislative, regulatory and
environmental costs. institutional framework for the
energy sector
Use of locally-produced ethanol as an • Secure long-term contracts for
oxygenate and octane enhancer and energy raw material and energy
increased use of solar energy, biogas, products from regional and extra-
photovoltaic devices, wind, hydropower regional suppliers
and other renewable energy sources will • Align foreign policy with energy
be explored to help reduce our policy to ensure energy security
dependency on imported petroleum • Develop energy diversification
over time. Over the long term, our priorities in a timely way based on
energy sector will have the flexibility and cost, efficiency, environmental
capacity to adopt and adapt to the considerations and appropriate
emerging technologies that will reduce technologies
the country’s dependence on fossil fuels • Develop and implement
permanently. Mechanisms to reduce programmes to achieve set
carbon emissions, including carbon obligatory and non-obligatory
trading, will be developed. targets for percentage of
renewables in the energy mix
Energy diversification in the transport • Create a fiscal environment that
sector will include use of ethanol and encourages development and use of
alternate energy
185
Emerging technologies which could become relevant to the development of the energy sector in
Jamaica over the planning timeframe to 2030 include fuel cells, second generation biofuels, and
efficient solid state thermoelectric converters for solar energy. Unforeseen advances also could come
from so-called "disruptive" technologies, which have the potential for significantly altering energy
production, distribution and use. Jamaica’s future energy options also may include nuclear energy in
the form of small pebble-bed nuclear reactors (small tennis ball sized helium-cooled reactors
consisting of only 9 grams of uranium per pebble to provide a low power density reactor in the size
range of 70-200 MW) which are expected to become commercially available in the time window
2020 - 2025 (Wright 2007).
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Page 182 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
National Outcomes
Photograph contributed by the Ministry of Energy
promote energy conservation in the Selected Sector Strategies:
public sector, particularly in the water • Ensure an appropriate integrated
supply and sanitation systems. policy, legislative, regulatory and
institutional framework for the
We will promote energy efficiency and energy sector
conservation by the use of market • Liberalize energy industry and
mechanisms to increase competition and markets to promote competition
provide economic benefits. We will • Unbundle existing vertically
increase the role of independent power integrated industry structures and
providers (IPPs) and consideration will establish and implement common
be given to net metering or net billing by carrier and common access
households and enterprises that provide principles, where demonstrated to
electricity to the national grid. be technically and economically
feasible
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Table 28: Proposed Indicators and Targets for National Outcome #10
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Chapter 3: National Outcomes | # 11 - A Technology-Enabled Society
National Outcomes
National
Outcome # 11
A TECHNOLOGY-
ENABLED SOCIETY
Overview
Science, Technology and Innovation (STI) development and unleash the full
combined, are widely seen as important creative potential of our people. By
underlying factors behind rapid 2030, we will be among the top twenty
economic and industrial growth, leading countries in the world in e-readiness.
to the development of competitive
nations. STI play a fundamental role in Vision 2030 Jamaica beckons us to
the creation of wealth, economic become more deeply engaged in using
development and in the improvement of science and technology, and to value the
the quality of life for all citizens. They role of innovation in delivering greater
generate employment and well-being economic, social and environmental
through design and commercialization of benefits to our country.
new products and services; they help
reduce poverty; they improve education, Building the capacity for STI in Jamaica
health, nutrition and trade; and they build will enable us to:
new capacities that are essential in the • Make demonstrable progress in
21st century. The National Commission addressing health and nutrition
problems, avoid and/or mitigate the
“
impacts of natural disasters, embark
Vision 2030 Jamaica on a path of sustainable poverty
will deepen the reduction, improve spatial planning
application of science and safeguard fragile ecosystems,
and technology to and improve the quality of daily life
benefit all aspects of for the rural and urban poor
national development • Transform our economy into one
and unleash the full that is based on the production of
creative potential of our more knowledge-intensive, higher
people. value-added goods and services
• Raise productivity, wealth, and
standards of living by developing
”
new, competitive economic
activities to serve local, regional and
on Science and Technology (NCST) is global markets
the main coordinating agency for STI in • Develop appropriate R&D capacity
Jamaica. A draft National Science and to support technology-based
Technology Policy is being finalized to economic growth and to address
strengthen the framework governing STI. social, economic and ecological
Vision 2030 Jamaica will deepen the problems specific to our country.
application of science and technology to
benefit all aspects of national Innovation represents the highest rung in
the ladder of national productivity. As
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Page 186 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 11 - A Technology-Enabled Society
National Outcomes
Studies also indicate that firms that use provides an assessment of a country’s
ICTs grow faster, invest more, and are status in terms of connectivity and its
more productive and profitable than ICT environment in relation to other
those that do not.189 ICTs also have countries, Jamaica’s 2007 rank is 46th out
profound implications for poverty of 69 countries. Jamaica has been ranked
reduction and social well-being.190 the #1 e-government nation in the
Caribbean for the last 3 years by the UN
ICTs foster the development of business Global E-Government Rankings and has
and social networks which enhance introduced electronic portals for
competitiveness and individual freedoms. accessing a range of Government
E-inclusion becomes an important aspect services and for payment of taxes.
of the information revolution as
“harnessing the full potential of the A comparison of the relative standing of
benefits of the global information society our ICT sector on indicators with the
is possible only if all nations and the Latin American and Caribbean region for
peoples of the world share this 2006193 shows that we compared
opportunity equally.”191 Access to favourably on a number of indicators
information technologies is one of the relating to access, including numbers of
targets included in the Millennium mobile subscribers and internet users
Development Goals (MDGs) and is per 100 persons, but were behind the
considered important by itself as well as region in telephone main lines and
for the achievement of all the MDGs. personal computers per 100 persons. We
also compared favourably on indicators
Development of the ICT sector in relating to affordability, institutional
Jamaica has been influenced by the efficiency and sustainability, and ICT
World Summit on the Information applications, but trailed in the level of
Society (WSIS) Declaration of Principles broadband subscribers at 1.70 per 100
(2003), in which countries involved in the persons compared to 2.95 per 100
WSIS, including Jamaica, affirmed a persons for the region. Recent surveys
commitment to building a “people- show that only 7.6 per cent of Jamaican
centred, inclusive and development- households have a computer with
oriented Information Society.”192 Under internet connection.194
the e-Readiness ranking produced by the
188
UNCTAD (2006).
189
World Bank (2006a).
190
For example, research from a ‘Village Pay Phone’ project in Bangladesh indicated that the introduction
of telephones to the village allowed the villagers to eat well all year round compared to only 9.9
months when there were no phones (UNDESA 2005).
191
UNDESA (2005).
192
http://www.itu.int/wsis/index
193
ICT at a Glance (World Bank), http://devdata.worldbank.org/ict/jam_ict.pdf.
194
PIOJ/STATIN, Jamaica Survey of Living Conditions 2007 (2008).
“Jamaica, the place of choice to live, work, raise families and do business” Page 187
Vision 2030 Jamaica | National Development Plan
195
Jamaica spends approximately 0.3% of GDP in R&D which is well below the levels of the rest of the
world with an average of 1.7% and Latin America and the Caribbean with an average of 0.6% of GDP
(see Kelly 2005).
196
An example of this role has been provided by the implementation of effective ICT systems in the
process of clearing goods at customs.
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Chapter 3: National Outcomes | # 11 - A Technology-Enabled Society
National Outcomes
ICT4D and the application of ICT in science and technology to all areas of
other industries and sectors. Financial national development. We will undertake
support and attention will be placed on strategies to build our capacity for
obtaining the necessary data to better research and development, and for
inform the decisions that must guide the applying and adapting science and
creation of the technology-enabled technology to practical and productive
society. uses. These strategies will lay the
foundation for our long-term transition
National Strategies to a knowledge-based society and
STI is fundamental to fostering economic innovation-based economy.
growth and global competitiveness and is
a sine qua non for advancing national The National Strategies, an elaboration
development. Under Vision 2030 Jamaica, of each and some selected sector
strategies are listed below.
----
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Chapter 3: National Outcomes | # 11 - A Technology-Enabled Society
delivery of economic and social and conduits for the flow of STI
National Outcomes
prosperity. We will create effective knowledge and skills into the
linkages among key NIS stakeholders to country’s innovation system
diffuse STI in the economy. We will also • Create knowledge parks and
build STI capacity (laboratories, centres of excellence to facilitate
processes and organizations) and the R&D and innovation, with emphasis
critical mass necessary for transforming on indigenous technology
Jamaica’s economy and society. This NIS • Identify priorities for STI
will enable us to ‘catch up’ as quickly as infrastructure development
possible and take a leap forward in consistent with state development
moving our country to become an objectives and the STI vision to
acknowledged leader in the application deliver joint investment by industry,
of STI. research institutions and
Government
Selected Sector Strategies: • Develop and organize world-class
• Align investment in STI research teams across all disciplines
infrastructure with national • Create a national research and
development goals development agenda and establish
• Create financing and incentive appropriate mechanisms to
mechanisms aimed at attracting encourage the private sector to
more research intensive activity in become a dominant player in STI
Jamaica and R&D activities
• Promote formation of and nurture • Increase commercial funding and
STI professional organizations as grants for ICT research and
vehicles for STI capacity formation innovation
Table 30: Proposed Indicators and Targets for National Outcome #11
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National Outcomes
Page 192 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
National Outcomes
National
Outcome # 12
INTERNATIONALLY
COMPETITIVE I NDUSTRY
STRUCTURES
Overview
The new paradigm for Jamaica’s level, productivity is enhanced by the
economic prosperity recognizes that availability of inputs and support services
wealth is created by the efficient that build enterprise capabilities and by
production of valuable goods and conditions that compel competitiveness
services. The National Outcomes of A through highly demanding customers and
Stable Macroeconomy, An Enabling intense inter-firm rivalry.197 These
Business Environment, Strong Economic microeconomic conditions are addressed
Infrastructure and Energy Security and in this national outcome of
Efficiency are important in creating the Internationally Competitive Industry
foundations for wealth creation – they Structures.
are necessary conditions for economic
The development of enterprise
prosperity, but they are not sufficient.
capabilities and business sophistication of
“
companies in our country (domestic
The development of firms as well as subsidiaries of foreign
internationally companies) involves improvement of the
competitive industry operational effectiveness of their
structures will provide activities throughout the value chain, and
pursuit of increasingly differentiated
the microeconomic
strategies that can capture greater
conditions for premiums from customers in domestic
increased productivity and export markets. The
throughout the microeconomic business environment
Jamaican includes the quality of input conditions,
economy... inter-firm strategy and rivalry, local
”
demand conditions, and the presence of
related and supporting industries.198
Empirically, many high-performing
A nation’s productivity ultimately
enterprises have been observed to be
depends on the performance of its
located in clusters of companies and
economic enterprises of all sizes and
supporting institutions in a particular
across sectors. At the microeconomic
industry, often concentrated in a
197
Porter and Schwab, The Global Competitiveness Report 2008-2009 (2008).
198
These four areas have become known as the national diamond of competitiveness (Porter 1990).
“Jamaica, the place of choice to live, work, raise families and do business” Page 193
Jamaica - GCI Ranking 2008-2009
Vision 2030 Jamaica | National Development Plan
Dominican Republic
Costa Rica
Dominican Republic
Barbados
Trinidad and Tobago
Singapore
Costa Rica
Jamaica
0 25 50 75 100
Barbados Global Competitiveness Index (GCI)
Ranking out of 134 Countries
(1st - Highest; 134th - Lowest)
Source: World Economic Forum (2008)
Singapore
Jamaica
0 25 50 75 100
Global Competitiveness Index (GCI)
Ranking out of 134 Countries
particular geographic region or urban Eco-efficiency embraces other concepts,
National Outcomes
199
The term eco-efficiency was coined by the World Business Council for Sustainable Development in
1992 and is defined as “…delivery of competitively priced goods and services that satisfy human
needs and bring quality of life, while progressively reducing ecological impacts and resource intensity
throughout the life cycle, to at least a level in line with the Earth’s estimated carrying capacity.”
200
ISO - International Standards Organization; HACCP - Hazard Analysis and Critical Control Points.
Page 194 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
The development of internationally These capacities must be developed
National Outcomes
competitive industry structures will systematically to make Jamaican firms
provide the microeconomic conditions and industries more competitive over
for increased productivity throughout time.
the Jamaican economy, including the main
goods- and services-producing sectors Limited Inter-Sectoral Linkages
and industries. These include: Jamaica does not have strong linkages
• Agriculture among different sectors of its economy.
• Manufacturing Linkages broaden the value chain of
• Mining and Quarrying enterprises and industries, create higher
• Construction economic multipliers and retain greater
• Creative Industries value-added within the domestic
• Sport economy. We have limited development
• Information and Communications of economic clusters that represent
Technology (ICT) specialized centres of excellence.202
• Services (Financial, Business and Rising trade deficits as well as the limited
Distribution) impact of foreign direct investment in
• Tourism generating growth have been attributed
in part to the low levels of inter-sectoral
Issues and Challenges linkages and high import content of our
economy.
Capacity Constraints of Jamaican
Companies Limited Application of
Companies in Jamaica are affected by a Environmentally Friendly Processes
range of capacity constraints that reduce Despite advances in some sectors and
their business sophistication. These industries including tourism, the Jamaican
include: limited application of modern private sector has made limited progress
technology and management techniques; in implementation of EMS. Many Jamaican
lack of focus on customer service; manufacturers, for example, tend to
limited access to capital for upgrading procure ‘appropriate technologies’, 203
and retooling; low levels of energy- rather than cleaner technologies.
efficiency; and limited implementation of Functionality and price, as opposed to
environmental management systems resource efficiency, are the more
(EMS). The GCI report identifies local important criteria influencing
supplier quality and production process procurement. In order to become
sophistication as areas of competitive competitive, these producers will have to
disadvantage for Jamaica.201 Relatively upgrade their facilities, retro-fitting and
few Jamaican companies engage directly replacing obsolete equipment with
in export of goods or services, and even cleaner, state-of-the-art technologies to
fewer participate in or control their minimize operating costs and ensure
channels of international distribution. sustainability.204 Without improved
environmental performance, future
201
Porter and Schwab, The Global Competitiveness Report 2008-2009 (2008).
202
Ibid.
203
Appropriate technologies are intermediate technology, simple or small-scale machinery and tools that
tend to be used in developing countries because they are cheap and easy to produce and maintain.
204
ENACT Programme and Jamaica Manufacturers Association Limited, Exploring Issues and
Opportunities for Enhancing the Competitiveness of Jamaica’s Manufacturing Sector through Energy
Management (2004).
“Jamaica, the place of choice to live, work, raise families and do business” Page 195
Vision 2030 Jamaica | National Development Plan
----
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Page 196 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
12-1 Develop Company • Develop world-class capacity in
National Outcomes
Sophistication and measurement and promotion of
productivity
Productivity
• Identify and strengthen export
In the early stages of the implementation
capacity in targeted areas
of Vision 2030 Jamaica, economic
• Strengthen relevant industry and
progress will require us to address the
professional associations, including
weaknesses in the basic pillars of
their capacity for strategic planning
competitiveness, including
• Enhance public private sector
macroeconomic conditions, and to
partnerships for furthering STI
improve the efficiency-enhancing pillars
development
to approach world-class levels.205
However, our long-term transition to an
innovation-based economy will require 12-2 Develop Economic
companies to transform their levels of Linkages and Clusters
sophistication by employing global best Vision 2030 Jamaica will develop
practices of management, technology and economic linkages and clusters to
production, and by creating complex strengthen the capacity of firms and
products and services that meet the industries to collaborate in building
unique needs of demanding and more complex value chains and retain
sophisticated customers. We will address more added value within the domestic
the capacity constraints of our economy. We will build on the
companies over time, through experience already gained in fostering
mechanisms such as training competitive clusters in sectors such as
programmes, technology transfers, and tourism, entertainment and agriculture,
partnerships between domestic and by assisting companies to cooperate in
international firms. production and marketing processes,
facilitating inter-sectoral linkages, and
Selected Sector Strategies: strengthening the institutional support
• Enhance physical, human, for the development of economic
institutional, technical and financial linkages and clusters among Jamaican
capacity of productive enterprises companies.
and individuals, including materials
and energy efficiency, supply chain Selected Sector Strategies:
management and product costing • Analyse the value chain for
and pricing Jamaica’s main productive sectors
• Develop and promote high-quality and industries
standards for globally competitive • Support and foster the
products and services development of new and innovative
• Promote application of ICT to process and product ideas through
production, distribution and business incubation and innovation
marketing of products and services centres
205
Based on the GCI: a factor-driven economy competes on the basis of factor endowments, unskilled
labour, natural resources and price; an efficiency-driven economy competes on the basis of higher
education and training, efficient markets for goods, labour and capital, and application of existing
technologies; while at the highest level, innovation-driven economies compete through innovation and
value-added production. See Porter and Schwab, The Global Competitiveness Report 2008-2009
(2008).
“Jamaica, the place of choice to live, work, raise families and do business” Page 197
Vision 2030 Jamaica | National Development Plan
206
Economies of scale are reflected in lower unit cost of production as the volume of output increases,
while economies of scope result from production of a range of products and/or services using shared
or common inputs.
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
National Outcomes
to promote fair competition; developing industries and enterprises will create the
trade regimes that allow fair access to potential for reduction in materials and
domestic and export markets; and energy costs and for improved
ensuring an appropriate role of the competitive advantages (e.g. ‘green
Government in regulating private sector products’).208
economic activities.
Vision 2030 Jamaica will take our
Selected Sector Strategies: productive enterprises beyond simply
• Strengthen policy, legislative and minimizing their negative impacts on the
institutional framework for fair natural environment. By basing new jobs
market competition and industries on sustainable use of
natural resources and unique
12-5 Promote Eco-Efficiency environmental assets (for example by
and the Green Economy developing renewable energy sources,
Promoting eco-efficiency includes promoting organic agriculture or
adopting the principles of ‘natural exploring the genetic potential of our
capitalism’, and will enable our endemic species),Vision 2030 Jamaica
companies to increase profitability and will help to build a green economy and
efficiency while becoming more lay the foundation for long term
environmentally and socially responsible. competitiveness and sustainability of our
Our companies will be encouraged to productive enterprises in the 21st
adopt an integrated ‘triple bottom line’207 century.
approach to foster greater levels of
operational efficiency, ethical behaviour
and environmental sustainability within
organizations. Processes which have earned
the label “environmentally-
Through greater adoption of eco- friendly” come close to the
efficiency, our companies will be able to: following characteristics:
increase their profits; gain competitive
advantage; secure increased market share • Zero pollution
• Zero waste production
from customers who are themselves
• Zero health hazards to
pursuing environmental improvement;
workers
and make better products. Under Vision • Low energy consumption
2030 Jamaica, companies will be • Efficient use of resources
encouraged to integrate environmental
considerations into all functional
management areas (e.g. R&D, strategic
planning, and marketing). Jamaican
207
A term that refers to the business goals of profitability, environmental awareness, and social
responsibility.
208
GOJ/CIDA Environmental Action (ENACT) Programme, Handbook on Natural Capital and Eco-
Efficiency (2005).
“Jamaica, the place of choice to live, work, raise families and do business” Page 199
Vision 2030 Jamaica | National Development Plan
Table 32: Proposed Indicators and Targets for National Outcome #12
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National Outcomes
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
National Outcomes
for economic growth, each sector has
Services–Producing particular issues and needs which are
Sectors and analysed and addressed in detail below.
Vision 2030 Jamaica will build the
Industries international competitiveness of our
Vision 2030 Jamaica recognizes that the goods- and services-producing sectors at
main goods- and services-producing the enterprise and industry levels by:
sectors and industries represent the increasing the productivity of our
basis of our national economy. These companies; promoting inter-sectoral
productive sectors and industries all will linkages; using our competitive
benefit from the favourable advantages to exploit local, regional and
macroeconomic conditions, development global market opportunities; and
of human and institutional capital and supporting the transition to higher levels
environmental sustainability that the of innovation and value-added
National Development Plan will create. production.
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“Jamaica, the place of choice to live, work, raise families and do business” Page 201
Vision 2030 Jamaica | National Development Plan
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National Outcomes
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Page 202 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
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Photograph by Howard Moo-Young
Agriculture
Overview
The agricultural sector remains an shocks including weather conditions,
important contributor to GDP, pest infestations, impact of natural
employment, foreign exchange earnings disasters, and changes in export market
and rural life in Jamaica. It is comprised prices and trading regimes. Revitalization
mainly of small farmers with 2 hectares of the sector and its increased
or less who account for 77 per cent of contribution to the national economy is
the total number of agricultural holdings. contingent on its reorganization on the
The sector has experienced numerous basis of modern technology and
challenges that have resulted in an management in order to achieve greater
overall decline in output and direct efficiency and competitiveness. The role
contribution to GDP over the years.209 of the sector in providing food supplies
for the nation has been highlighted by
Our agricultural sector has exhibited the impact of fluctuations in global
persistently low productivity and has economic and commodity markets on
been vulnerable to increased our domestic economy in the recent
competition resulting from progressive period from 2007 – 2009. Food security
rounds of trade liberalization over the has important implications for achieving
past two decades. Other problems health outcomes related to nutrition and
include: heavy reliance on imports; use of healthy lifestyles.
inappropriate technologies; praedial
larceny; an aging work force; difficulties in The value of production and export of
titling and transfer of lands; high cost of traditional agricultural crops, including
and limited access to capital; and sugar and bananas, has been declining in
inadequate research and development. recent years, due in part to the impact of
The sector is extremely vulnerable to natural disasters and the erosion of
209
The Agriculture, Forestry and Fishing sector has fallen from 7.3% of GDP in 1982 to 5.0% in 2007
based on contribution to total goods and services production (i.e. GDP share excluding imputed
bank service charges). PIOJ time series data, ESSJ 2007. However, see note to Table 33.
“Jamaica, the place of choice to live, work, raise families and do business” Page 203
Vision 2030 Jamaica | National Development Plan
210
ESSJ (2007). For the Agriculture Production Index, production in the base year 1996 = 100.
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National Outcomes
Photograph by Howard Moo-Young
Issues and Challenges settlement and housing
1. Declining competitiveness of development211
agricultural production, as 7. Limited capacity for research and
manifested in declining exports and development (R&D)
rising imports, due to: the small 8. Threats to the sustainable use of
size of landholdings; high cost of the island’s forestry resources,
inputs; praedial larceny; and limited including natural and man-made
application of modern technology hazards, soil erosion and illegal
2. Limited staffing and resources for logging
extension services 9. Threats to the long-term
3. Gaps in key infrastructure, development of Jamaica’s marine
including: inadequate maintenance fisheries including: over-harvesting;
of feeder roads; inadequate habitat destruction and pollution;
irrigation works; and lack of and incursions by fishing vessels
sorting, grading, packaging and from other countries including
storage facilities Colombia and Honduras
4. Weaknesses in marketing, 10. Environmental issues including: soil
including: high levels of informality erosion from over-cultivation and
in marketing and distribution inadequate soil conservation
channels; limited market techniques in hillside farming; use
information services; and relatively of chemical fertilizers; impact of
weak linkages to other economic natural hazards; and deforestation
sectors, industries and non- resulting from clearing of hillsides,
traditional export markets illegal settlements, monoculture
5. Aging work force farming and uncontrolled
6. Loss of agricultural lands to urban harvesting of trees
211
Agricultural lands now cover less than 40% of total land area, down from 62% in 1968.
“Jamaica, the place of choice to live, work, raise families and do business” Page 205
Vision 2030 Jamaica | National Development Plan
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Page 206 “Jamaica, the place of choice to live, work, raise families and do business”
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National Outcomes
Photograph contributed by Caribbean Cement Co. Ltd.
Manufacturing
Overview
The manufacturing sector represents an Productivity Centre indicate that unit
important component of the economies labour productivity in the sector fell by
of many developing countries, including 18.6 per cent between 1972 and 2006,
Jamaica. During the period 2002-2006, reflecting the overall decline in labour
manufacturing represented, on average, productivity in the Jamaican
12.5 per cent of Jamaica’s GDP.212 economy.213The fundamental
Despite a relative decline since 1990, requirement for the sector is to achieve
manufacturing remains the largest levels of productivity that will enable it
contributor to GDP among the goods- to compete successfully in domestic and
producing sectors in the Jamaican export markets.
economy.
Vision 2030 Jamaica will enable the
The manufacturing sub-sectors which manufacturing sector to make the
have shown growth in recent years transition to higher levels of productivity
include the non-metallic mineral and value-added production using
products, food, alcoholic and non- efficient and clean technologies and
alcoholic beverage sub-sectors, paper environmentally sustainable processes,
and paper products, printing and with motivated, productive employees,
publishing, petroleum refining, chemicals, within an enabling business and
chemical products, rubber and plastic regulatory environment.
products. Data from the Jamaica
212
Contribution to Total Goods and Services Production at constant 1996 prices, (ESSJ 2002 – 2006).
However, see note to Table 33.
213
Data provided by the Jamaica Productivity Centre (constant prices with 2000 as base year).
“Jamaica, the place of choice to live, work, raise families and do business” Page 207
Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
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Marketing and Customer Service • Develop mechanisms to manage
National Outcomes
• Improve customer service within effectively shipping and distribution
the sector costs
• Strengthen relationships with • Use creative aspects of Brand
wholesalers and retailers in Jamaica in marketing Jamaican
domestic and export markets manufactured products
• Promote the adoption of quality • Expand collaboration in regional
management and production and international marketing
systems and standards
Table 36: Proposed Indicators and Targets for the Manufacturing Sector
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“Jamaica, the place of choice to live, work, raise families and do business” Page 209
Vision 2030 Jamaica | National Development Plan
Overview
National Outcomes
The mining and quarrying sector is technology and the high quality of its
important to the national development human capital. Jamaica’s bauxite industry
of those countries, such as Jamaica, that is at a mature stage, and is vulnerable to
are endowed with exploitable mineral international competition and to
resources. According to conventional fluctuations in the global economy and
national accounting classifications, commodity markets. Jamaica’s main
minerals are metallic and non-metallic. global competitors in terms of metal
The most important metallic mineral for grade alumina are China, Australia, USA
our mining and quarrying sector is and Brazil; and, for bauxite, Guinea,
bauxite, the ore from which alumina and Australia and Brazil. Energy is the main
aluminium are derived. Total production cost element at most alumina plants in
of bauxite in 2006 was 14.9 million the world including in Jamaica, where
tonnes, the highest level achieved since energy costs accounted for 35 per cent
1974. of production cost in 2006, placing
pressure on the competitiveness of our
Bauxite and alumina are major sources industry. The downturn in the global
of export earnings (US$1.3 billion in economy since 2007 has reduced
2007) and the percentage of total demand for alumina, leading to
bauxite production consisting of alumina contraction in production and
has increased over the past three employment in the domestic bauxite and
decades, indicating a progression up the alumina industry. These circumstances
value chain.214 The sector also has the have increased the importance of
highest labour productivity in the strategic planning for the future of this
Jamaican economy, due to its capital industry.
intensity and efficiency, advanced
214
The percentage of bauxite processed into alumina has increased from 45.7% in 1973 to 69.7% in
2007 (ESSJ 1973 and 2007).
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
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Jamaica’s limestone resources are by far 4. Declining ratio of trihydrate
National Outcomes
the largest mineral resources possessed bauxite to monohydrate bauxite
by the country. Limestone and its reserves, leading to increased cost
derivative lime are among the most and lower yields in alumina
important basic materials used by processing
mankind with the most diverse end-use 5. Predominance of micro- to
structure of any industrial material. medium-sized local companies in
While Jamaica possesses large resources the non-metallic minerals industry,
of high-quality limestone, the levels of with limited technical and financial
economic reserves of chemical, capacity
industrial, metallurgical and whiting grade 6. Limited transport infrastructure
limestone have not been quantified. for the sector including inadequate
Production of most non-metallic bulk-handling port and loading
minerals has been increasing since 2002, facilities to accommodate non-
including limestone, gypsum, and sand metallic minerals exports
and gravel. In 2006, export earnings from 7. Weak supporting framework for
limestone and gypsum were US$1.8 research and development
million and US$1.5 million, respectively.
Selected Sector Strategies:
Vision 2030 Jamaica provides a path for Competitive Value-Added Production
Jamaica to regain its competitiveness in • Ensure appropriate policy and
the bauxite and alumina industry, while regulatory framework for long-
taking greater advantage of its other term development of the minerals
mineral resources, particularly through industry
development of value-added products • Develop cost efficient energy
based on limestone. solutions for metallic and non-
metallic minerals sub-sectors
Issues and Challenges • Increase use of appropriate
1. Inadequate long-term planning to research and technology in minerals
ensure availability of mineral industry operations
resources within the context of • Revise and improve mechanisms for
competing land uses encouraging investment in the non-
2. High energy costs that reduce metallic minerals sub-sector
global competitiveness of our • Strengthen enforcement of mineral
minerals industry licenses and regulations
3. Major environmental impacts, • Integrate development of mineral
including: dust and noise pollution; resources with overall land use
leaching of red mud lakes; loss of planning and zoning
biodiversity; reduction of forest • Prevent the sterilization of mineral
cover; scarification of landscapes; reserves hypothecated for future
watershed degradation; sediment production
loads to surface and coastal • Implement sequential land-use
waters; loss of habitats; and planning for lands containing
relocation of communities valuable mineral deposits
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Vision 2030 Jamaica | National Development Plan
Table 37: Proposed Indicators and Targets for the Mining and Quarrying Sector
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Photograph by Howard Moo-Young
Construction
Overview
Construction has been a fundamental of infrastructure and electrical and water
part of the Jamaican economy for installations.
centuries. The buildings, roads, bridges
and other infrastructure constructed by Government is the largest single client in
past generations trace the history of the our construction sector. The local
island in physical form and represent a construction sector shows a dichotomy
vital part of our heritage. The modern in ownership – the majority of
construction sector provides the means construction firms are locally owned,
by which the new Jamaica is being built. while there are a small number of large
foreign construction companies that
The construction and installation sector typically undertake major construction
has many linkages with other sectors in projects including large infrastructure
the domestic economy. The low average and tourism projects.
growth in the macroeconomy in recent
years has been reflected in the Vision 2030 Jamaica will develop a
performance of the sector, which has dynamic and internationally competitive
shown only marginal growth over the construction sector that supports
past decade and a half.215 The main economic development and growth that
components of the sector include is environmentally sustainable, with the
residential construction, non-residential flexibility and creativity to adopt and
construction including schools, hotels, adapt new construction technologies
offices and other facilities, construction that may emerge over the long term.
215
The construction and installation sector (also referred to as the construction sector in the Plan) has
grown by a total of only 1% cumulatively in real terms over the sixteen year period from 1990-2006
(PIOJ).
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Vision 2030 Jamaica | National Development Plan
216
See for example the report of the Joint Consultative Committee for the Building and Construction
Industry (2001), p.14.
217
In October 2006, 97.2% of the construction labour force were male (The Labour Force 2006,
STATIN).
Page 214 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
Environmental Sustainability • Strengthen and improve the
National Outcomes
• Encourage reduction and Government contracting system for
elimination of waste in construction construction projects
through improved design and
procurement Competitive Construction Sector Value
• Develop greater reuse and Chain
recycling of construction materials • Encourage application of life-cycle
• Reduce the carbon footprint of the costing and value engineering in
construction sector through energy design and implementation of
efficiency and other measures construction projects
• Encourage partnering and
Committed Leadership by Government, integrated teams in the
Private Sector and Labour Leaders construction value chain
• Undertake demonstration projects
that embody best practices in Participation in Domestic, Regional and
construction International Markets
• Establish the Construction Industry • Promote joint-ventures with
Development Board regional and international
• Develop Public Private Partnerships construction industry players
(PPPs) in the construction sector • Develop collaboration between
• Rationalize the procurement local construction enterprises
process across ministries and • Foster capacity and opportunities
agencies for local construction enterprises
• Disseminate timely and accessible and professionals to undertake
information on public sector major construction projects in
projects Jamaica
Table 38: Proposed Indicators and Targets for the Construction Sector
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Vision 2030 Jamaica | National Development Plan
Overview
Jamaica is distinguished by the worldwide architecture, visual and performing arts,
reach of its culture, particularly music. sports, manufacturing of musical
The National Culture Policy of 2003 instruments, advertising and cultural
identifies the important role of culture in tourism.218 Cultural and creative
national development through industries are among the fastest growing
promotion of positive national self- aspects of the global economy; they
identity, development of cultural represent up to 7 per cent of the world’s
industries and institutions, and cultural GDP, with growth forecast at 10 per cent
linkages to education, science and per annum, driven in part by the
technology and other economic convergence of media and the digital
industries and sectors. Cultural economy.219
industries involve the creation,
production and commercialization of By far the most successful creative
contents which are intangible and industry in Jamaica has been its popular
cultural in nature, which are typically music, whose leading exponent, Bob
protected by copyright, and which may Marley, has become the single most
take the form of goods or services. famous Jamaican at a global level, while
the presence of Jamaican music is
The range of cultural industries (also reflected in international music awards
known as “creative industries”) include events, music festivals and sales
printing, publishing and multimedia, charts.While there are limited data on
audio-visual, phonographic and the size of the creative industries in
cinematographic productions, crafts and Jamaica, there is evidence of their
design, and may be extended to include economic importance. A recent study
indicated that the copyright industries
218
This extended definition based on UNESCO is appropriate for Jamaica.
219
Nurse, Keith et al., The Cultural Industries in CARICOM: Trade and Development Challenges (Draft)
(2006).
Page 216 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
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contribute about 4.8 per cent to the 3. Weaknesses in the legal and
National Outcomes
GDP of Jamaica, and account for 3.0 per institutional framework for
cent of all employment.220 protection of intellectual property,
and high levels of piracy
We possess the potential to develop our 4. Limited presence or ownership in
cultural and creative industries into a the marketing and distribution
major contributor to economic growth channels for creative industries
based on our demonstrated competitive 5. High numbers of micro and small
advantages and the projected long-term enterprises and individual
expansion of the global creative entrepreneurs, many of whom
economy.Vision 2030 Jamaica will realize function in the informal economy
this potential, and recognizes the 6. Limited capacity in modern levels
importance of the export market for our of business methods and
creative industries, which far exceeds the inconsistent standards of quality
size of our domestic market. and delivery
7. Relatively limited access to capital
Issues and Challenges for the creative industries
1. Inadequate coordination among 8. Lack of adequate statistics and
Government institutions related to information on creative industries
the creative industries and 9. Inadequate levels of business skills
between Government and the and technology application in
private sector creative industries
2. Inadequate numbers of properly 10. Inadequate opportunities for
equipped indoor and outdoor education and training in creative
venues to support music festivals, skills to meet the standards of
shows and other creative domestic and international
performances markets
220
Inclusive of the Core Copyright Industries, Interdependent Copyright Industries, Partial Copyright
Industries and Non-dedicated Copyright Support Industries (James 2007).
“Jamaica, the place of choice to live, work, raise families and do business” Page 217
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Table 39: Proposed Indicators and Targets for the Creative Industries
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
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National Outcomes
Photograph contributed by Jamaica Netball Association
Photograph by the Gleaner Co. Ltd.
Sport
Overview
Our sportsmen and sportswomen have netball, boxing, tennis, cycling, swimming,
demonstrated the ability to compete bobsledding and table tennis.
successfully at the highest international
levels for almost a century. Athletes such The National Sports Policy of 1994
as George Headley, Herb McKenley, aimed to use Jamaica’s comparative
Donald Quarrie, Merlene Ottey, Michael advantage in sports to support economic
McCallum, Courtney Walsh,Veronica and social development and included the
Campbell, Usain Bolt and Asafa Powell establishment of the National Council on
have become national icons who have Sport. The National Industrial Policy
contributed to the fame of Jamaica in (NIP) of 1996 also targeted sport as a
ways that are comparable to the strategic priority for Jamaica’s economic
contributions made by the island’s most development. However, while Jamaican
famous creative artistes. individuals and teams have enjoyed
remarkable successes in international
The successes of national sporting teams competitions, the economic potential of
such as the Reggae Boys (in football) and sport in Jamaica has not been developed.
Sunshine Girls (in netball) in
international competitions, and the There are no fully professional sport
performance of the Jamaican track and leagues and relatively limited linkages
field team at the Beijing Olympics, have with other sectors such as tourism,
provided occasions for unprecedented entertainment, health and wellness,
demonstrations of national pride and printing and manufacturing. There is a
unity. While the greatest successes have lack of focus on business opportunities
come in track and field events, the range in sport in Jamaica, while the
of sports in which Jamaicans have development of the economic potential
recorded significant international of sport is limited by inadequate levels of
achievements includes cricket, football, business skills and technology application
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Vision 2030 Jamaica | National Development Plan
capabilities in sport
Issues and Challenges • Develop advanced sport
1. Relatively limited access to capital programmes at Sport Academies
for sports-related enterprises • Develop financial support systems
2. Lack of adequate statistics and to create and sustain elite athletes
information on sports to provide a • Develop supporting facilities and
basis for planning and monitoring services to facilitate the holistic
or to evaluate their economic development of the professional
impact athlete
3. Inadequate levels of business skills
and technology application in sport
enterprises
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Chapter 3: National Outcomes | # 12 - Internationally Competitive
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National Outcomes
Information and
Communications Technology As a service industry, ICT provides a
wide range of hardware, software,
networking and other services to the
Overview
private and public sectors. The banking,
The information and communications
telecommunications, insurance and
technology (ICT) industry in Jamaica may
financial services industries lead the way
be considered to include the information
in the use and integration of information
technology industries (computer
technology in business. Within the public
hardware and software, systems and
sector, the Ministry of Finance and the
training), telecommunications industries
Public Service and its related agencies
(telephone, cable and internet) and the
are leading users of ICT.
broadcast media (television and radio).221
While the telecommunications network
The provision of hardware and software
is included in the expansion of strong
products and services in Jamaica started
economic infrastructure (see National
approximately forty five years ago in the
Outcome # 9), and the role of ICT as an
1960s. The early developers of the local
enabler of other sectors is considered
Information Technology (IT) industry
under a technology-enabled society (see
included such multinational companies as
National Outcome # 11), the
Burroughs, IBM, ICL (now Fuijitsu ICL)
development of ICT as an industry in its
and NCR who had established branch
own right is also an important part of
offices in Jamaica. Since that time, the
our National Development Plan. Under
local industry has evolved rapidly with
Vision 2030 Jamaica, we will develop an
the global acceleration of developments
advanced ICT industry that achieves
in hardware, software, communications
sustained global competitiveness, driven
technology and services. Just about all
by private sector investment, and
the major international information
enhances the productivity of our goods-
technology brands are represented or
and services-producing sectors.
221
In 1998, OECD member countries agreed to define the ICT sector as a combination of
manufacturing and services industries that capture, transmit and display data and information
electronically (OECD 2002).
“Jamaica, the place of choice to live, work, raise families and do business” Page 221
Vision 2030 Jamaica | National Development Plan
increased in recent years, including: and capabilities for ICT among the
establishment of wide area networks by work force
multi-location entities; replacement of 3. Existing focus of local ICT
old telephony infrastructure by voice- companies on low value-added
over-internet protocols (VoIP); services for export
installation of the latest technology in 4. Limited access to capital for new
storage, blade technology, virtualization ventures in the ICT industry
and databases by the larger and more 5. Constraints to the continued
advanced entities; and customization and development of the outsourcing
adaptation of software solutions. While industry, including inadequate office
there exists a software developers’ space, poor English standards of
association, software development is still students leaving the various levels
a small part of the industry. Local trends of the education system and the
in the use of ICT include an increased low take-up by local investors of
interest in outsourced operations and the opportunities presented by
hosted or managed services; application outsourcing
of ICT to e-learning and e-government; a 6. Limited existing capacity in the
progression to third or fourth manufacturing of hardware
generation industry applications in components and the creation of
banking, telecommunications, insurance software that has both domestic
and distribution; and innovation in music and international market potential
and digital media for entertainment.
222
Bank of Jamaica, Annual Balance of Payments (2003 – 2005).
223
In a recent survey Jamaica ranked 7th in competitive cost for call centres - the lower cost locations
included the Dominican Republic, Romania and Malaysia with India and the Philippines as the lowest
cost locations. China was not included in the survey (see Location Consultants 2006).
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7. Relatively limited application of e- and/or a mentoring nation that has
National Outcomes
commerce which is still primarily a highly developed ICT
concentrated in product and services/software industry
service delivery to consumers, • Develop and execute a planned
with limited attention paid to campaign to seek and attract global
business-to-business operations, ICT players and major ICT
brokerage/intermediary services, corporations to invest in Jamaica
online shopping malls, virtual • Expand ICT-focused business parks
communities, and content and for major service providers
service provision • Undertake studies to develop
8. Limited presence of electronic appropriate financial and non-
document management systems, financial incentives and resource
knowledge management pools for domestic and foreign
technologies and processes, investment in the ICT industry
groupware, business intelligence
through data warehousing and data Economic Growth and Development
mining, content management • Encourage innovative use and
systems, or environmental scanning application of ICT by Jamaican
for emerging ICT technologies private enterprise and Government
• Encourage Government to become
Selected Sector Strategies: an exemplar user of ICT
Conducive Business Environment applications
• Improve the efficiency and • Support Micro, Small and Medium
responsiveness of bureaucratic Enterprises (MSMEs) and NGOs in
processes for ICT businesses taking greater advantage of ICTs
• Create an appropriate policy and for strategic and operational
regulatory environment conducive effectiveness
to investments in ICT and network • Establish mechanisms for funding
development ICT ventures
• Develop investment and support • Build an effective indigenous ICT
framework for development of ICT industry
industry • Measure the contribution of the
use of ICTs and the ICT industry to
Regional ICT Centre the national economy
• Create a national partnership with • Encourage the increased use of e-
a high services demand nation commerce operations
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“Jamaica, the place of choice to live, work, raise families and do business” Page 223
Vision 2030 Jamaica | National Development Plan
Overview
Services have emerged as the driving expansion, the sector experienced a
force in modern economies, and global traumatic adjustment during 1995-1997.
trade in services has grown faster than There was a reduction in the number of
merchandise trade over the past two financial institutions and a decline in the
decades.224The most fundamental change contribution of the sector to GDP.
in the structure of our economy since
Independence has been the overall The Government’s response included:
growth of services, which represented intervention to protect depositors and
53.9 per cent of GDP in 1962 but restructure insolvent institutions;
increased to 68.1 per cent of GDP by improvements in the regulatory
2007;225 financial services, business framework, including establishment of
services and distribution showed the the Financial Services Commission
highest relative growth.226 Under Vision (FSC); amendments to legislation; and
2030 Jamaica, we will have high quality, incorporation of the Jamaica Deposit
knowledge-based financial, business, and Insurance Corporation (JDIC). Following
distribution services that are able to this restructuring, the financial services
evolve and expand to achieve and sector regained some buoyancy, in part
maintain global competitiveness through fuelled by the growth of domestic debt.
2030. We have seen the increased growth of
the Jamaican money market as an
The financial services sector has had a intermediary between individual holders
complex history in Jamaica over the past of capital and the Government securities
two decades. After a period of rapid market. Financing and insurance services
224
According to the World Trade Organization (WTO) GATS – Fact and Fiction from www.wto.org.
225
All calculations of GDP % contribution by sector in this Plan are based on contribution to total goods
and services production (i.e. GDP share excluding imputed bank service charges). However, see note
to Table 33.
226
In the system of national accounts, the financial services sector is called financing and insurance
services, and business services is called real estate and business services.
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accounted for 7.8 per cent of GDP in The creation of the Caribbean Single
National Outcomes
2007. Market and Economy (CSME) will enable
free movement of skilled labour between
Under Vision 2030 Jamaica, the long-term English-speaking Caribbean countries,
development of the financial services including business service providers. A
sector will involve a range of recently completed study of the services
diversification options including: industries in Jamaica228 reviewed the use
expansion of the role of the stock of the four main modes of trading
exchange in mobilizing equity financing; services229 and confirmed that service
development of additional financial providers in Jamaica primarily use the
instruments such as municipal and first two modes – providers either a)
corporate bonds; provision of virtual export services abroad by using Jamaica’s
banking and venture capital funding; and advanced telecommunications system or
development of an offshore banking b) deliver services to foreign clients who
industry. The development of the sector travel to Jamaica. The modes that require
will be affected by the downturn in Jamaican service providers to leave the
global financial markets from 2007 – country are used the least.
2009. In particular, the range of possible
policy responses to this downturn by Distribution, including the wholesale and
governments in developed countries may retail trade, is the single largest sector in
lead to potential modifications in the Jamaican economy, accounting for
Jamaica’s plans to create an international 20.4 per cent of GDP and 14.6 per cent
financial centre. of the total employed labour force in
2007. The sector represents a key
Business services include real estate, component in the efficient operation of
consulting and professional services, and the local market for goods. The
accounted for 4.9 per cent of GDP in distribution sector has a highly
2007.227 The main developments affecting concentrated structure230 but remains
these services in recent years have open to competitive forces through the
included the liberalization of global and entry of new companies and by growth
regional markets and the rapid expansion of small enterprises. The sector has seen
of the telecommunications infrastructure a number of trends that have been
in Jamaica that has supported the growth evident internationally, including mergers
of business services firms. and consolidation among distribution
chains, backward integration into own-
227
Business services include accounting and business consulting firms, real estate brokers and managers,
lawyers, architects, engineers, information technology consultants and other service providers.
228
A-Z Information Jamaica Limited, Services Sector Study - Final Report (2006).
229
The four (4) main modes of trading services as identified under the General Agreement on Trade in
Services (GATS) are: Mode 1: Cross border supply – exporting using email, courier, fax, mail, video,
telephone, internet; Mode 2: Consumption abroad - consumer comes to Jamaica or foreign
company/person operating in Jamaica consumes service; Mode 3: Commercial presence – set up a
branch or subsidiary overseas; Mode 4: Presence/movement of natural persons – temporary entry
into another country to provide services.
230
Large and medium enterprises (with average annual sales in excess of US$1 million) represented
11.9% of the total number of enterprises in the distribution sector and accounted for 86.1% of total
sales by the sector in 2007 (ESSJ).
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Vision 2030 Jamaica | National Development Plan
231
Estimate based on data from Taxpayer Audit & Assessment Department (ESSJ 2007).
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Distribution 5. Environmental issues related to the
National Outcomes
1. Factors in the general business distribution trade including solid
environment that affect waste generated by the packaging
distribution including customs and of traded goods (e.g. PET
cargo handling, business bottles232), handling of hazardous
regulations, and the costs of materials and contribution to
financing, energy and security energy consumption and air
2. Transport constraints, including the pollution from road transport
limited capacity of highways to vehicles employed in the
accommodate container haulage distributive trades
vehicles, inadequate levels of
storage facilities, and lack of an Selected Sector Strategies:
intra-island coastal marine cargo Financial Services
system • Establish a fully-automated financial
3. Lack of comprehensive and reliable trading system
sectoral information due to the • Diversify the range of financial
large number of small, micro and institutions and products
informal enterprises • Develop public awareness on
4. Potential opportunity for financial literacy
e-commerce to increase online • Strengthen the credit
purchasing by Jamaican consumers, administration capacity of financial
as well as the potential threat of institutions
increased competition in the • Develop offshore banking
domestic market from overseas
suppliers
232
PET (Polyethylene terephthalate) is one of the most widely used types of plastic bottle.
“Jamaica, the place of choice to live, work, raise families and do business” Page 227
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National Outcomes
Photograph by Howard Moo-Young
Tourism
Overview
Since the 1980s, tourism has been one of productive sectors in 2006.234
the leading growth industries in the
global economy, and represents some 35 The Jamaican tourism product comprises
per cent of the world’s export of a complex value chain and network of
services. According to the UN World services catering to visitors and
Tourism Organization, international domestic travellers. The country is
arrivals are expected to grow by 4.1 per holding its market share in the
cent annually to 2020.233 Jamaica has Caribbean tourism market235 but faces
been one of the better known resort strong competition from other regional
vacation destinations in the world for destinations including the Dominican
more than half a century, and has seen Republic, Cuba and Cancun, Mexico.
sustained growth of its tourism industry Jamaica ranked 60th out of a total of 133
since Independence. In 2006, total countries in the 2009 Travel & Tourism
arrivals, comprising stopover visitors and Competitiveness Index. Our more
cruise passengers, passed the 3 million favourable scores were in the areas of
mark for the first time. Today, tourism is policy rules and regulations,
one of our leading industries, prioritization of travel and tourism
contributing an estimated 8 per cent of strategies, and national affinity for travel
total GDP, directly employing and tourism; we scored poorly for safety
approximately 80,000 persons and and security, environment and price
accounting for some 47 per cent of total competitiveness.
foreign exchange earnings from
233
UNWTO, Tourism 2020 Vision (2001). While the UNWTO recognizes that the global economic
downturn in 2008-2009 has negatively affected travel and tourism, it has not revised its long-term
growth projections and has formed a Tourism Resilience Committee to plan responses and policy
recommendations for the global industry.
234
JTB.
235
Total stopover arrivals to Jamaica increased from 7.2% of total stopover arrivals to the Caribbean in
1985 to 7.6% in 2006 (CTO).
“Jamaica, the place of choice to live, work, raise families and do business” Page 229
Vision 2030 Jamaica | National Development Plan
Jamaica - Tourism Visitor Arrivals 1991-2007
FigureJamaica
22: Jamaica - Tourism
- Tourism Visitor
Visitor Arrivals Arrivals 1991-2007
1991-2007
4,000,000
4,000,000
3,000,000
3,000,000
2,000,000
2,000,000
1,000,000
1,000,000
91 1992 1993 -0
1994 1995 1996
1997 1998 1999
1991 1992 1993 2000 2001 2002 -0
1994 1995 1996 2003 2004 2005
1997 1998 1999 2006 2007
2000 2001 2002
Year 2003 2004 2005 2006 2007
Source: JTB
Year
CRUISE PASSENGERS
PASSENGERS
STOPOVERS
STOPOVERS
Source: JTB
CRUISE PASSENGERS
STOPOVERS
National Outcomes
In 2003, Jamaica completed a Master Plan working conditions at all levels; promote
for Sustainable Tourism Development investment and economic linkages;
over the 10-year period 2003-2012, diversify our tourism product, source
which envisaged annual growth rates of markets and market segments; improve
4.0 per cent in visitor accommodation. standards and levels of customer service;
While there has been progress toward increase the value earned and retained
meeting some of the growth targets of from each tourist; increase the use of
the Master Plan, there are areas that Jamaican inputs and culture in all areas of
have not seen commensurate progress, the industry; and strengthen the
such as community-based development integration of tourism development with
and environmental sustainability. The sustainable land use planning and
downturn in the global economy since environmental management.
2007 has reduced discretionary incomes
in major source markets, and may affect Issues and Challenges
the levels of arrivals and expenditure in 1. The need for ongoing
our tourism industry in the short to improvement in key aspects of the
medium term. tourism product, including
development and diversification,
Vision 2030 Jamaica will realize the improving standards, upgrading of
vision of an inclusive, world-class, infrastructure in resort areas, and
distinctly Jamaican tourism industry that human resource development
is a major contributor to socio- 2. Need to earn and retain higher
economic and cultural development, with value for our country from each
a well-educated, highly skilled and tourist arrival
motivated workforce at all levels within a 3. Inadequate linkages between
safe, secure and sustainably managed tourism and the other sectors and
environment. We will: widen the industries of the economy, such as
participation in the tourism industry by agriculture, manufacturing, creative
local stakeholders; improve training and industries and services
Page 230 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
4. Reductions in the capacity of Air development of tourism, including
National Outcomes
Jamaica threaten the ability to improvement of the process for
maintain adequate air access and planning and building approvals and
airlift to Jamaica environmental permits and licenses
5. Negative perceptions of Jamaica as 9. The need to achieve greater
a travel destination due to crime inclusiveness to counter the
and tourist harassment development of tourism as an
6. A high level of dependence on the enclave industry and to widen the
North American market share of benefits derived from the
7. A wide range of environmental and industry by local residents and
socio-economic impacts, including communities
loss of wetlands as a result of the 10. Gaps in information on various
construction of resorts and hotels, aspects of the industry (for
beach erosion, damage to coral example, tourism does not appear
reefs, habitat loss, intensive use of as a separate sector within the
fresh water resources, and national accounts of the country
increased pollution despite its importance to the
8. The need for careful land use and Jamaican economy)
regional planning in the
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Vision 2030 Jamaica | National Development Plan
Page 232 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
Sustainable Natural, Social and Built • Develop and apply multi-hazard
National Outcomes
Environment mitigation measures for tourism
• Ensure that the activities of the • Ensure compliance with health and
tourism industry support safety standards
biodiversity conservation objectives • Ensure that the implementation of
• Promote the application of local the national security strategy
sustainable development planning addresses the concerns of the
(LSDP) to resort areas tourism industry
• Ensure that environmental
management systems are
implemented by tourism entities
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“Jamaica, the place of choice to live, work, raise families and do business” Page 233
Vision 2030 Jamaica | National Development Plan
Sustainable
Management Hazard Risk
and Use of Reduction and
Environmental Adaptation to
and Natural Climate Change
Resources
National Outcomes
Jamaica
has a Healthy
Natural
Environment
Sustainable
Urban and Rural
Development
Page 234 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
National
National Outcomes
Outcome # 13:
SUSTAINABLE
MANAGEMENT AND USE
OF ENVIRONMENTAL
AND NATURAL
RESOURCES
Overview
Achieving developed country status in To achieve this outcome,Vision 2030
Jamaica will require the sustainable Jamaica will give priority attention to:
management and use of our • Increasing environmental awareness
environmental and natural resources as of the general population and their
these are essential to enhancing the participation in the management of
quality of life of all Jamaicans. natural resources
• Providing an effective regulatory
Vision 2030 Jamaica is built on the framework which binds
notion that the rules for Government, Government and the people
business, investors, and consumers will including constitutional and
have to be rewritten to ensure that legislative reform which emphasize
environmental considerations become each person’s right to a healthy
integral factors in socio-economic environment and citizens’ right to
decision-making, thereby moving us into appeal decisions made with respect
to natural resources
“
• Incorporating environmental
Vision 2030 Jamaica is considerations into decision-making
built on the notion that
processes
the rules for government,
• Ensuring that development takes
business, investors, and
consumers will have to be place in the context of gender
rewritten to ensure that equity and social equity paying full
environmental attention to the limits of the
considerations become natural resource
integral factors in • Creating informed committed
economic decision- leadership who are champions for
making. environmental protection
”
• Preserving and renewing ecological
capital
the realm of a green economy. With the • Determining the economic value of
particularly high level of interdependence our biodiversity and ecosystem
among the environmental, economic and services, as well as the long-term
social systems in Small Island Developing economic consequences of the
States (SIDS) like Jamaica, progress continuing loss of biodiversity
towards attaining sustainability can only
be attained if these three systems are
viewed in an integrated manner.
“Jamaica, the place of choice to live, work, raise families and do business” Page 235
Vision 2030 Jamaica | National Development Plan
industrial waste, sewage, silt, debris top 37 countries with an EPI ranking of
and agricultural run-off >85.
• 30 per cent of mangrove forests
has been lost due to activities such Issues and Challenges
as infilling for construction of hotel Inadequate Linkages between
and housing developments Economic Activities and the
• Land use pressures resulting in Environment
environmental degradation Protecting and managing Jamaica’s natural
including exacerbation of erosion resources will contribute to enhancing
and flooding, degraded and the quality of life of our citizens. The
diminishing wetlands, compromised origin of environmental problems that
water resources and deteriorating our country now faces can be attributed
coral reefs. Land use pressures are to the expansion of overall economic
greatest in the coastal and urban activities, coupled with excessive and
areas. Contributing factors are inefficient consumption of resources (e.g.
related to: poor agricultural and deforestation, watershed degradation,
forestry practices, human overfishing) and the emission of waste
encroachment in forest reserves beyond the environment’s capacity to
and protected areas, urbanization, assimilate. Additionally, unsustainable
population growth in vulnerable production and consumption patterns in
areas almost all sectors are increasingly
• Direct release of pollutants to the threatening the health of our country’s
air occur from economic activities ecosystems and biodiversity (See box on
page 237).
236
'Greener days' in Jamaica by Tony Best Published on: 1/30/08 in the Trinidad Guardian Newspaper.
237
The EPI has two overarching objectives: reducing environmental stresses on human health; and
promoting ecosystem vitality and sound natural resource management. Twenty-five environmental
indicators build the index which centres on countries environmental performance. The EPI tracks
actual results related to a core set of environmental issues that countries around the world have
prioritized.
Page 236 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
National Outcomes
IMPACT OF JAMAICA’S ECONOMIC ACTIVITIES ON THE
NATURAL ENVIRONMENT
Tourism
There are several negative environmental impacts associated with the growth
in tourism.These include the concentration of infrastructure along the narrow
coastal zone, destruction of wetlands and mangroves to facilitate hotel
construction and erection of piers and marinas. There is the destruction of
marine habitat due to dredging, sea grass removal, damage to coral reefs and
discharge of sewage into off-shore areas.Thus, while the growth of this industry
presents many attractive opportunities and can generate great wealth, it also
presents a challenge as the country continues to struggle to maintain
competitiveness and ensure sustainability of the industry itself and the physical
environment. When carefully planned and managed, tourism can promote the
conservation of the environment and the preservation of cultural heritage of
an area.
Bauxite Mining
While bauxite mining makes a very important contribution to the economy
(approximately 5% of GDP), mining and processing of the ore as well as port
operations have had numerous negative environmental impacts.These include
dust and noise pollution, relocation of communities, deforestation, loss of
biodiversity, land and groundwater pollution from red mud disposal,
scarification of the landscape and beach erosion.
Manufacturing
Manufacturing has negatively affected water quality both in rivers and in places
such as the Kingston Harbour.This is primarily due to discharge of sewage and
trade effluent. Some activities, for example, cement manufacturing have
generated fugitive dust and others have affected air quality by burning fossil
fuels.
Agriculture
The major environmental impacts arising from agricultural practices such as
land clearing and uncontrolled use of fire include soil erosion, loss of
biodiversity and wildlife habitat. The use of agro-chemicals such as fertilizers,
pesticides and weedicides. results in run-off that has adversely affected water
quality in many locations
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Vision 2030 Jamaica | National Development Plan
Page 238 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
population of the importance of resources to ensure the continued
National Outcomes
proper waste management provision of essential environmental and
practices as well as cultural natural resources goods and services.
practices such as illegal and The strategies recognize that proactive
indiscriminate dumping and burning environmental management is
which contribute to human and increasingly becoming the basis for the
environmental health problems success of economies and social
systems.240
National Strategies
The strategies articulated below focus The National Strategies, an elaboration
on the effective management of the of each and some selected sector
country’s environmental and natural strategies are listed below.
----
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240
“Building Resilience in SIDS: The Environmental Vulnerability Index”, UNEP. 2004.
“Jamaica, the place of choice to live, work, raise families and do business” Page 239
Vision 2030 Jamaica | National Development Plan
Page 240 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
of project activities (e.g. the impact of • Develop a comprehensive
National Outcomes
mining) and on establishing areas to framework to reverse loss of
protect wildlife. While important, these ecosystems and biological
initiatives only partially address the resources through restoration
conservation of biodiversity and initiatives and protection from
ecosystems. Consequently, we still invasive species
experience loss of biodiversity and the • Implement waste management
unsustainable use of ecosystems and systems that effectively reduce the
their services. impact of waste on ecosystems
• Create an integrated, gendered and
Vision 2030 Jamaica recognizes that our sustainable approach to
development goals depend on ecosystem environmental management,
goods and services as well as biodiversity planning and conservation
and assigns an array of programmes for
biodiversity conservation and
ecosystems management involving both 13-3 Develop Efficient and
national and local level stakeholders. We Effective Governance
will therefore consider mitigation and Structures for
protection within a broader approach Environmental
that acknowledges that many of our
Management
citizens in their daily lives depend on a
Vision 2030 Jamaica recognizes the need
range of services (e.g. freshwater,
for an efficient, effective and accountable
fisheries) that ecosystems provide.
governance framework for developing
and improving the capacity of
Selected Sector Strategies:242 environmental leadership of public and
• Adopt an ecosystems management non-state institutions. Through this
approach which takes into account: framework we will: promote
• access to biological resources environmental stewardship; foster
for benefit sharing by our participation and the acceptance of
population at large sharing responsibility for protecting the
• sustainable use of biological environment; develop an effective system
resources for environmental monitoring and
• safe transfer, handling and use of compliance; and develop an effective
living modified organisms planning and regulatory framework for
• implementation of forestry environmental planning that ensures
management initiatives sustainability.
• establishment of terrestrial and
marine protected areas Selected Sector Strategies:
• research to enhance scientific • Build capacity (systems, processes,
understanding of ecosystems, infrastructure, and personnel) of
including their economic environmental institutions and
contributions to national encourage transformational
development leadership in such institutions
242
Some of the selected strategies listed below are extracted from the National Biodiversity Strategy
and Action Plan (NEPA, 2003).
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Vision 2030 Jamaica | National Development Plan
Page 242 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
Vision 2030 Jamaica supports integrated • Harmonize all national and sectoral
National Outcomes
waste management which has the policies to take into account
added benefit of enabling resource potential implications for waste
management, as well as formulating generation and management
and implementing effective management • Modernize the waste management
and disposal strategies and infusing the infrastructure
6Rs of waste management (Rethink, • Integrate communities and private
Reduce, Reuse, Recycle, Retrofit and sector participation in the
Recondition). management of waste
• Create incentives for the
Selected Sector Strategies development of markets for waste
• Create an appropriate institutional (e.g. waste-to-energy conversion,
framework for the integrated recycling, zero-waste processing)
management of all types of waste, • Promote awareness among the
including the development of a general public to influence their
comprehensive waste management waste management practices
policy and associated standards and
regulations
Table 45: Proposed Outcome Indicators and Targets for National Outcome #13
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Vision 2030 Jamaica | National Development Plan
National Outcomes
Page 244 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 14 - Hazard Risk Reduction and
Adaptation to Climate Change
National
National Outcomes
Outcome # 14:
HAZARD RISK
REDUCTION AND
ADAPTATION TO
CLIMATE CHANGE
Overview
Natural hazards which lead to natural and decrease resilience of the agriculture
disasters243 have dire consequences for sector, among others. In view of the
economic activities, infrastructure, potential for global climate change to
human welfare and natural resources increase natural hazards,Vision 2030
management. To a large extent, disasters Jamaica will ensure that our country’s
result from the failures of development voice is added to those advocating at
policy to mitigate vulnerability to hazard international forums for greenhouse gas
events. In Jamaica, natural disasters have mitigation.
consistently affected community
livelihood systems as well as the Over the last decade, meteorological
productive sectors and industries such as hazards (hurricanes, droughts) have
agriculture, manufacturing and tourism. reinforced our vulnerability to disasters.
Between 2002 and 2007 Jamaica
Climate change is likely to increase the experienced six storm events (including
incidence of natural disasters by causing three major hurricanes) and several
extreme weather events to occur more flood events. These events combined
frequently. Sea-level rise as a result of resulted in damage and losses amounting
global warming will magnify the impact of to approximately $70.72 billion (in 2007
storm surge and waves on coastal areas prices), equivalent to 3.2 per cent of
and lead to shoreline erosion and GDP.244 There is an ever present threat
property loss. Climate change is also of earthquakes.
likely to weaken some protective
ecosystems such as coral reefs and Natural hazards cannot be considered in
mangroves due to increased sea-surface isolation from other hazard types. Our
temperatures and changes in salinity. country is also at risk of man-made
There are also socio-economic effects of hazards including oil spills, pollution,
climate change. Sea-level rise, for chemical contamination and fire. Fires
example, is expected to have an impact are the major man-made hazards that
on the water resources available to our threaten our country. Bush fires
population by increasing the salinity of accounted for 55 per cent of all fires in
aquifers. Climate change is also expected 2006, and hazardous materials spills have
to impact on livelihoods (e.g. agriculture been quite commonplace in the
and fisheries), lead to increased industrial and agricultural sectors.
vulnerability to vector-borne diseases,
243
It has been said that a natural hazard will never result in a natural disaster in areas without
vulnerability, e.g. strong earthquakes in uninhabited areas.
244
Data compiled by PIOJ from information received from various MDAs.
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Vision 2030 Jamaica | National Development Plan
Page 246 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 14 - Hazard Risk Reduction and
Adaptation to Climate Change
Approximately 82 per cent of the Inadequate Emphasis on Hazard Risk
National Outcomes
population lives along the coastline (and Management Activities
within 5km of the coast) where the Greater emphasis needs to be placed on
major cities and towns are located. hazard risk management activities and
Settlement patterns and location of programmes for reducing existing and
major infrastructure along the coast future vulnerability. Among the more
increase vulnerability to hazard impacts. urgent priorities are hazard data
Many communities throughout the island collection and mapping, vulnerability
are located in vulnerable areas such as in assessment, risk assessment, watershed
flood plains, on steep unstable slopes or management and the use of risk transfer
along the coastline where they are measures such as insurance.
vulnerable to storm surges. This
pervasive situation has continued almost Environmental Degradation
unchecked for the last sixty years or so, Environmental degradation (of
due to inadequate planning and watersheds, coral reefs) has increased
environmental management the country’s disaster risk particularly
(enforcement of existing legislation) and from landslides and hurricanes. Poor
the lack of appropriate institutional and environmental practices such as
legislative arrangements. This increased improper disposal of waste,
vulnerability to natural hazards indiscriminate removal of forest cover,
disproportionately affects our poor. poor land use practices, and squatting
continue to exacerbate the effects of
Weaknesses in the Physical Planning these natural hazards.
System and Land Use Practices
Recent natural disasters, particularly Climate Change
hurricanes, floods, and landslides, have Climate change is expected to amplify
exposed the vulnerability of our country many of the natural hazards to which
and pointed to weaknesses in physical Jamaica is exposed. On the one hand this
planning, land use practices, and building is because extreme weather events are
practices. Our land use policy and likely to become more frequent and
practice do not incorporate current more severe. On the other hand, Jamaica
scientific, technical, and local knowledge as an island state is largely dependent on
about the relationship between hazard its coastline, and will become more
risk and socio-economic vulnerability. vulnerable to sea level rise associated
Despite advances made through with climate change. The fact that key
programmes and projects, not enough infrastructure related to tourism is
hazard mapping has been undertaken to concentrated along the coast increases
inform land use policy and building vulnerability. While the likely changes to
practices. Poor land use practices and rainfall are uncertain, minor changes can
deforestation render slopes vulnerable have major impacts on the island’s water
to landslides. Expanding urbanization of resources (particularly groundwater
reclaimed land in the narrow coastal sources). Sea level rise is also expected
fringe and on steep slopes increases the to have an impact on water resources by
risk from natural disasters, and requires increasing salinity in coastal aquifers.
large scale hazard mapping and improved
site selection.
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Vision 2030 Jamaica | National Development Plan
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National Outcomes
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Page 248 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 14 - Hazard Risk Reduction and
Adaptation to Climate Change
National Outcomes
Forms of Hazards 245 related to hazard risk reduction
Natural and man-made disasters have • Create and introduce economic
affected Jamaica’s economic, social, and and financial market instruments
environmental development and will for risk transfer
continue to do so, unless we minimize • Use knowledge, innovation and
these impacts by engaging in mitigation, education to build a culture of
risk transfer, and preparedness measures safety and resilience at all levels by
which are less costly than recovery and integrating hazard risk reduction in
rehabilitation.Vision 2030 Jamaica the early childhood, pre-primary,
recognizes the role that hazard risk primary, secondary and tertiary
reduction can play in achieving education syllabuses and research
sustainable prosperity for this country community; and develop hazard risk
and proposes to ‘disaster-proof’ reduction training for different
development by: …“transforming ‘vicious groups of stakeholders
spirals’ of risk accumulation and disaster • Adopt a community-based
losses into ‘virtuous spirals’ of approach to hazard risk reduction
development, risk reduction and effective • Expand early warning systems to
disaster response”.246 We will build reduce the risk of hazards
capacity across the country to limit the • Incorporate hazard risk reduction
impact of hazards and incorporate in environmental and natural
hazard risk considerations into resources management
development planning. We also will build • Establish mechanisms for increasing
a rational framework for hazard resilience of the poor and most
mitigation within which our overall vulnerable
development objectives will be pursued. • Establish measures to incorporate
This framework will be further hazard risk reduction in land-use
articulated in a multi-sectoral manner practices and human settlements
using interagency coordination and the • Create opportunities for private
cooperation and support of the private sector involvement in hazard risk
sector and civil society. reduction, including business
contingency planning
Selected Sector Strategies: • Design housing settlements that are
• Create and strengthen national not vulnerable to hazards based on
platforms and establish the construction and rehabilitation
foundation for hazard risk techniques that enhance the long
reduction by engaging in multi- term usability
stakeholder dialogue • Regulate the importation, storage,
• Use predictive tools for modelling, distribution, use and disposal (the
hazard data mapping and risk management cycle) of hazardous
assessment materials
245
This national strategy is consistent with, and draws from the Hyogo Framework
246
DFID, 2004. “Disaster Risk Reduction: A Development Concern”
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Vision 2030 Jamaica | National Development Plan
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Chapter 3: National Outcomes | # 14 - Hazard Risk Reduction and
Adaptation to Climate Change
the physical planning system earlier in National Outcome #10, energy
National Outcomes
• Create and introduce economic conservation efforts, use of cleaner
and financial market instruments technologies, and development of
for risk transfer alternate energy will result in reduced
• Apply disaster risk reduction expenditure on imported oil, less
framework to build on climate pollution and reduction in pollution-
change mitigation measures related illnesses.
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Table 47: Proposed Indicators and Targets for National Outcome #14
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488956'PK:;'<2'45'B45:'MFO:6'A5:'M467I
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@:?F;:@'DE'M466'4?'MFO:6I
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= SI3= SI=2 >I=
Q+7'L:5'A;;9BR 12=2I
Page 252 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 15 - Sustainable Urban
and Rural Development
National Outcomes
National
Outcome # 15:
SUSTAINABLE URBAN
AND RURAL
DEVELOPMENT
Overview
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In addition, there is inadequate regional centres, for the most part, are
communication between regulatory and less attractive to investors and residents.
development agencies resulting in the Even so, development outside the KMR
persistent inability of the agencies to is concentrated in other urban centres,
synchronize their plans and planning particularly parish capitals.
activities.
Without appropriate planning for the
Lengthy Development influx of residents to urban centres,
Approvals Process there has been uncontrolled expansion
The majority of development approvals of urban areas into surrounding areas
is granted in a 1-2-year and 2-3-year (urban sprawl). Examples of this are the
time frame. Research has shown that towns of Old Harbour, St. Catherine and
development approvals have taken over May Pen in Clarendon, which now
10 years to be granted in some appear to be merging into one large
instances. This slow responsiveness of urban centre. Another consequence of
the system creates opportunities for the improper planning is environmental
system to be bypassed or ‘corrupted’. degradation. Jamaica’s urban centres, in
Several reviews of the development general, suffer from a combination of
approvals system are underway to poor air quality, high levels of traffic and
National Outcomes
eliminate the weaknesses in the system congestion, high levels of ambient noise,
and shorten the processing time. poor-quality built environment,
greenhouse gas emissions, urban sprawl,
Lack of Robustness inadequate waste disposal, and erosion
of the Planning System of hill-slopes and river and gully banks.
The spatial planning system in the
country is characterized by a lack of Squatting
robustness to respond to the rate of Squatting has largely resulted from the
development taking place in the country. shortage of affordable land and housing
One effect of this is the poor provisions to keep pace with population
management of urban growth and growth in the urban centres. In the
development. This has resulted in absence of affordable accommodation,
spatially unbalanced development. squatting becomes a viable option to
Approximately 25 per cent of Jamaica’s new arrivals to urban centres. Squatting
population live in Kingston and St is of particular concern in Jamaica
Andrew and most development is because of its rapid growth especially in
concentrated in and around the Kingston environmentally sensitive areas such as
Metropolitan Region (KMR) which watersheds, flood plains and lands
includes Kingston and St. Andrew, parts vulnerable to landslides. Conservative
of St. Thomas to the east and parts of St. estimates put the incidence of squatting
Catherine to the west. A wide disparity at between 5 and 20 per cent of the
exists in levels of development between housing stock.
the KMR and other regional centres
across the country. These “other”
Page 254 “Jamaica, the place of choice to live, work, raise families and do business”
Chapter 3: National Outcomes | # 15 - Sustainable Urban
and Rural Development
Squatters as well as developers who by- In summary, weaknesses in the physical
National Outcomes
pass the planning system have also led to planning system, including outdated
uncontrolled and haphazard development orders and the lack of an
developments, including illegal and overarching planning framework, have
fragmented subdivisions. left the country with:
• fragmented subdivisions;
Low Level of Awareness of the • unbalanced regional development,
Benefits of Spatial Planning including the uncontrolled and
The low level of public awareness is disorderly growth of urban areas
another pervasive issue contributing to and the under-development of rural
uncontrolled development. This is areas;
manifested in a high level of building and • squatting;
subdivision violations and suggests there • inequity and poverty;
is a lack of basic understanding as to the • environmental degradation;
benefits of planning. • congested towns;
• planned and unplanned
development in ecologically-
sensitive areas.
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8441*'$+4$).'$9&1,'$:1/10)'&$
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9(&10.$@'2'5+-,'/)$%+,,1))''0
National Outcomes
!"#E$%&'()'$(/$(--&+-&1()'$4&(,'F+&G$4+&$ >+*(5$=?).+&1)1'0$
$$$$$$$$0?0)(1/(H151)7$-5(//1/6$ 95(//1/6$C/0)1)?)'$+4$D(,(1*(
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K&H(/$@'2'5+-,'/)$%+&-+&()1+/$
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!"#I$%&'()'$0?0)(1/(H5'$?&H(/$*'/)&'0J$
9(&10.$@'2'5+-,'/)$%+,,1))''0$
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D(,(1*($L+*1(5$C/2'0),'/)$M?/3$
:1/10)&7$+4$N()'&$(/3$B+?01/6$
@'-(&),'/)$+4$>+*(5$A+2'&/,'/)
>+*(5$=?).+&1)1'0$
!"#O$%&'()'$21H&(/)$(/3$312'&0141'3$&?&(5$(&'(0$
9(&10.$@'2'5+-,'/)$%+,,1))''0$
K&H(/$@'2'5+-,'/)$%+&-+&()1+/
:1/10)&7$+4$N()'&$(/3$B+?01/6$
;()1+/(5$B+?01/6$P&?0)$
D(,(1*($:+&)6(6'$Q(/G$
!"#"$</0?&'$0(4'J$0(/1)(&7$(/3$(44+&3(H5'$
;()1+/(5$B+?01/6$@'2'5+-,'/)$%+&-+&()1+/$
$$$$$$$0.'5)'&$4+&$(55
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:1/10)&7$+4$P&(/0-+&)$(/3$N+&G0$
:1/10)&7$+4$</'&67$
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Chapter 3: National Outcomes | # 15 - Sustainable Urban
and Rural Development
15-1 Create a Comprehensive mechanisms to provide secure land
National Outcomes
and Efficient Planning tenure through expansion of land
titling programmes
System
• Improve systems and procedures to
A comprehensive and efficient spatial
enhance efficiency
planning system is necessary to
coordinate socioeconomic development
and minimize environmental problems. 15-2 Create an Appropriate
Jamaica’s current physical planning Framework for
system is characterized by a lack of Sustainability Planning
robustness to respond to the rate of Vision 2030 Jamaica is designed to
development taking place in the country facilitate and promote sustainable
and the impacts of globalization.Vision patterns of urban and rural development
2030 Jamaica proposes to create a – making suitable land available for
technology-enabled, transparent, flexible, development in line with economic,
responsive, efficient and effective social and environmental objectives to
planning system that produces the improve our citizens’ quality of life. This
physical development needed to achieve means: meeting our diverse needs in
sustainable prosperity for our citizens. existing and future communities,
We will realize this by developing the ensuring that communities designed and
relevant national policies and regional planned around the elements of
and local sustainable development plans. economic prosperity are socially
Our new planning system will play a key adequate, have open and green spaces
role in integrating the overarching and arrangements for the disposal of
sustainable development goals of Vision waste; promoting personal well-being;
2030 Jamaica. and creating equal opportunity for all
our citizens. The success of this National
Selected Sector Strategies: Strategy will be measured by the
• Develop and adopt mechanisms for development and implementation of
better integration of spatial models local sustainable development plans in all
and tools in decision-making parishes, and improved citizen
• Implement transparency and participation at the local level. By 2030,
accountability mechanisms and all parishes will have sustainable
improve congruence among development plans.
different levels of planning
• Develop and popularize Selected Sector Strategies:
documented procedures and • Integrate sustainability principles
standards for planning into land use planning and design
• Rationalize the roles and • Integrate energy conservation into
responsibilities of agencies and housing and transportation planning
entities involved in planning • Design and develop communities to
• Improve the level of awareness of be in harmony with the natural
the benefits of planning environment
• Strengthen capacity for monitoring • Ensure that development decisions
and enforcement, including using are guided by a spatial planning
multiple methods of monitoring for framework (national physical plan)
example, using community groups • Establish inter-agency frameworks
• Strengthen and deepen the for sustainability planning
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Chapter 3: National Outcomes | # 15 - Sustainable Urban
and Rural Development
National Outcomes
Diversified Rural Areas social capital in rural areas
Rural areas are characterized by a high • Foster attention on eradicating
prevalence of poverty (a prevalence of poverty and promoting social
21.1 % compared with the national inclusion in rural areas
prevalence of 14.8% in 2007), high levels • Strengthen the role of local
of unemployment, poor health authorities to accelerate social
conditions, low educational development and poverty reduction
achievements, limited access to of rural populations
infrastructure and basic services, and • Support the development of rural
increasing environmental degradation, communities as growth centres for
particularly in watershed areas (a non-farm activities
situation not unrelated to poverty).
Research has shown a strong link 15-5 Ensure Safe, Sanitary
between rural poverty and a high and Affordable Shelter
dependence on agriculture. More than for All
two-thirds of the poor reside in the Shelter and related services promote
rural areas, compared with only 48 per individual and collective dignity, privacy
cent of the total population. and security. In the economic sphere,
housing contributes to employment
Rural underemployment, growth of creation and labour productivity,
urban centres in rural areas and income community economic development and
differences, create the impetus for us to capital formation at both the micro- and
accelerate rural development in Jamaica. macroeconomic levels. The provision of
Rural areas will be conceptualized in adequate housing has historically proven
Vision 2030 Jamaica as drivers of plans to be challenging globally and more so in
for growth in the national economy. The developing countries.
Plan proposes to create economically
viable and socially stable rural areas Vision 2030 Jamaica recognizes that
where there is universal access to social housing is an important component of
amenities, a system of governance which the economic and social development of
fosters the active participation of local the country. It is an important part of
communities, and where opportunities national infrastructure and pivotal to
are created so that there can be greater social development, national
contribution to growth and development competitiveness and economic growth.
of the nation, while ensuring the The Plan embodies the concept that
sustainable use of natural resources and shelter represents a broad continuum of
protection of the environment. affordable and appropriate housing
options related to the income of target
Selected Sector Strategies: groups. It is proposed that, by the year
• Promote growth in rural areas 2030, every Jamaican will be living in a
while protecting the environment well constructed dwelling unit that is
• Promote investment in services and safe, sanitary and affordable and in an
infrastructure inclusive and aesthetically pleasing
• Build effective, integrated and community. Housing provisions will be
participatory approaches for rural guided by: affordability criteria; criteria
development for allocation and access which will
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Table 49: Proposed Indicators and Targets for National Outcome #15
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Chapter 4:
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meetings with the various ministries and matrix that follows, which relates them
agencies, and guided by the following: to the appropriate national strategies. It
also identifies the main entities
(1) A select list of criteria: responsible for their implementation. The
• external opportunities and threats; sector strategies and actions are drawn
• quick wins; from the 31 sector plans developed by
• binding constraints; the task forces and provide the basis for
• long-run transformative potential; linking the sector strategies and actions
Key Strategies and Actions
• existing programmes and plans as with the first 3-year Medium Term Socio-
expressed in the corporate and Economic Policy Framework (MTF) for
strategic plans of ministries, the period 2009-2012. The MTF focuses
departments and agencies; on six priority National Outcomes of
• Government priorities, including Vision 2030 Jamaica based on the issues
the decisions articulated at the that are currently having the most
National Planning Summit. negative impact on the nation, and those
which, when addressed, will have the
(2) The Threshold 21 (T21) Jamaica highest positive impact on its
model, where appropriate, to assist in development in both the medium and
determining the long-run transformative long term.
potential of the various strategies.
The matrix showing the key strategies
The key sector strategies and actions for and actions for years 1 – 3 under all
the three-year period are listed in the fifteen National Outcomes follows:
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
2-8 Increase the use of technology- Equip institutions with the HEART
Expand driven training programmes technology to facilitate learning Trust/NTA,
mechanisms for all and the training of MIND
to provide teachers/facilitators
access to Provide incentives for public Provide tax incentives for
education and and private sector companies participating organizations
training for all and community-based
including organizations to create learning
unattached opportunities
youth
2-9 Increase public education Increase learner participation, MIND
Promote a programmes emphasizing engagement and achievement JFLL
culture of lifelong learning
learning Conduct a public education HEART
among the campaign emphasizing lifelong Trust/NTA,
general learning JFLL,
populace JIS
2-10 Establish the policy framework Conduct broad stakeholder HEART
Establish to enable seamless articulation consultations Trust/NTA,
National among providers for the Academic
Qualification creation of a National Develop partnerships and institutions,
Framework Qualification Framework agreements among stakeholders Private Sector
Accreditation
Boards
2-11 Facilitate collaboration Develop, review, and upgrade MIND
Strengthen between HRD in firms and learning products and services in
the training institutions response to Government and
mechanisms business priorities and needs
to align
training with
demands of
the labour
market
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Vision 2030 Jamaica | National Development Plan
sustainable farmers
livelihoods
Design and implement Strengthen/Develop “Steps to MLSS, MOE,
programmes that support poor Work” programme for poor HEART
households to seek and retain households Trust/NTA
employment
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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5-6 Expand the framework for Introduce new programmes for MNS
Strengthen the rehabilitation of custodial and the rehabilitation of offenders in DCS
management, non custodial clients accordance with global practices
rehabilitation (e.g. the Beijing Rules for
and Juveniles and the UN standard
reintegration for adult custodial clients)
of clients of Develop an accreditation MNS
correctional strategy for all rehabilitation DCS
services programmes with an educational
component
Strengthen the institutional Improve the physical and MNS
capacity of the DCS and its technological capacities of the DCS
partners DCS to house and monitor both
custodial and non custodial
clients
Provide suitable alternatives to Collaborate with the Ministry of MNS
incarceration for offenders Health and Environment in DCS
who are mentally ill where developing modern protocols for MOHE
appropriate the care of mentally ill clients
Establish a comprehensive Develop an action plan to reduce MNS
system for the rehabilitation of re-offending centred around DCS
deportees through partnership employment and training Private Sector
between State and non-state organizations
actors Establish appropriate processes MNS
and accommodations for the DCS
reception of deported persons PICA
JCF
Private Sector
organizations
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Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
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revenue structure
Develop a road map and Blueprint MFPS
for Tax Reform with a view to
achieving national consensus on
tax policy through stakeholder
consultation
Undertake tax revenue impact MFPS
(TRI) estimates to develop new
tax policy for implementation
Improve and rationalize tax Simplify tax procedures and MFPS
administration and payment number of payments
processes Develop and implement amnesty MFPS
and voluntary tax compliance to
raise revenues
Amend relevant tax laws to MFPS
include alternate investment
schemes and to improve the
viability of long term saving
instruments
Improve tax compliance in the Increase the relative use of MFPS
informal sector by shifting indirect taxes, accompanied by
burden of taxation to offsetting measures to maintain
consumption progressivity of tax system
Carry out reform of incentives Undertake an independent MFPS
system to the productive incentives study
sectors
7-3 Strengthen the legislative and Enhance the legislative framework MFPS, BOJ
Maintain regulatory framework for the for the pensions industry
financial financial system Strengthen the regulatory and MFPS, BOJ
system oversight architecture for the
stability payments and settlement systems
Strengthen anti-corruption MFPS, BOJ, FSC
measures to counter financial
crimes and revenue leakages
Promote adoption of international MFPS, BOJ
standards and best practices
including Basel Accords and
IOSCO standards
Strengthen the institutional Rationalize and strengthen MFPS, BOJ, FSC
framework and capacity to collaboration between financial
effectively regulate financial regulatory agencies
institutions and combat Rationalize the institutional MFPS, BOJ, FSC
financial crimes structure for supervisory oversight
Strengthen the capacity of the MFPS
Ministry of Finance to investigate
and counter financial crimes
including money laundering
Enhance partnerships with local MFPS, BOJ, FSC
and overseas agencies in
identification and investigation of
financial crimes
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transport network
infrastructure Produce and implement a Undertake flood damage mitigation MTW, NWA
and services formal hazard mitigation measures
strategy and a disaster
management contingency plan
for road transport
Improve and rationalize the Implement the Road Sector Master MTW, NWA
road transport infrastructure Plan (Maintenance)
Implement National Road Services MTW, NWA
Improvement Programme
Undertake island-wide drainage MTW, NWA
plan
Ensure the completion of the Complete Sandy Bay to MTW,
island-wide highway network Williamsfield and Spanish Town to NROCC
Ocho Rios Legs of Highway 2000
Implement South & Eastern MTW, NWA
Coastal Highways
Improve flow of traffic in urban Institute appropriate traffic MTW, NWA,
centres management measures to reduce ITA
traffic congestion in critical areas
Establish a Portmore Hub to MTW, JUTC
rationalize service in Portmore and
its environs
Develop driver Implement the Intelligent NWA, MTW
feedback/intelligent roads Transportation System
Plan and develop modern Undertake studies to determine MTW, JRC
railway linkages along key the economic, social and
routes environmental feasibility of the
railway system
Ensure that road networks are Ensure road development is in MTW, RMF
developed within guidelines of compliance with Government
national environmental statutory regulations
agencies
9-2 Develop and implement a long- Develop long-term plan for public MTW, TA,
Develop a term plan for the public transport system including for JUTC MBM,
modernized transport system including for schools JRC, MAJ CAA,
public schools, taking into Island Traffic
transport consideration integrated, Authority Road
system multimodal options for bus, Safety Unit
rail, taxi, ferry and air transport Develop rural township MTW
transportation model
Develop and expand public bus Implement new routes in the Montego Bay
system to meet sustainable Montego Bay Metropolitan Metro
transport needs Transport Region and environs
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Ensure strategic alliances for Reserve suitable land areas for MTW, AAJ
airport development and airport and aerodrome expansion NEPA, Local
operation and future development Authorities
Establish policy and business Sign liberalized Air Services MTW, AAJ
framework to facilitate Agreements (Open-skies) for
expansion of international air cargo and passengers with as many
service States where feasible
Resolve long-term future of Air Undertake privatization of Air MFPS, MTW
Jamaica Jamaica based on revised business
model
Develop new international Complete feasibility studies and MTW, AAJ
airport at Vernamfield business plans for phased
integrated into proposed development of Vernamfield
multimodal transportation Establish public private partnership MTW, AAJ
system for project development Private Sector
9-4 Facilitate the smooth Finalize KCT Phase 5 Expansion MTW, PAJ
Expand and development of strategic Programme
diversify maritime infrastructure for Expand Ocho Rios Cruise Ship MTW, PAJ
maritime cargo and passengers Facility
infrastructure Expand Montego Bay Cruise Ship MTW, PAJ
and services Facility
Conduct comprehensive port MTW, PAJ
study including existing
commercial ports, sufferance
wharves, marinas and fishing
facilities
Exploit opportunities to Implement new curriculum (to CMI
become crewing nation due to Class 1 level) and increase
worldwide shortage of ship’s enrolment for maritime
officers professional training
Facilitate growth of ship Expand Regional Office and MAJ
registry Deputy Registrar network
worldwide
Nurture ancillary and Develop policy for Jamaica as an MTW, MAJ
supporting services to develop international shipping centre
a maritime centre Implement Port Community PAJ, SAJ
System and Trade Facilitation
System
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Trust/NTA
Ensure that environmental Assist tourism ventures to MOT, NEPA
management systems are undertake environmental audits TPDCo, JBS
implemented by tourism and access advice on implementing
entities environmental improvements
Ensure that the activities of the Implement programmes for NEPA, IOJ,
tourism industry support awareness of biodiversity ENGOs MOT
biodiversity conservation conservation
objectives
Promote capabilities of tour Enhance partnerships with the Travel Agents
operators to develop new travel trade through JAMVAC JAMVAC
geographic markets and market
segments
Improve partnerships between Encourage engagement of cruise PAJ, JTB, MOT
destination and cruise lines lines in development of main ports
and resort areas
Integrate airlift requirements Support establishment of suitable MTW, JTB,
for tourism into transport air service agreements between MFAFT
policy, planning and Jamaica and specific South
implementation American and European countries
Ensure that the implementation Develop and implement multi- MOT, MNS,
of the national security strategy pronged approach to address the TPDCo Local
addresses the concerns of the issue of harassment in resort areas Authorities PDCs
tourism industry
Develop and apply multi-hazard Encourage development of hazard ODPEM, TPDCo
mitigation measures for mitigation plans for tourism Trade
tourism entities associations
Strengthen use of knowledge Support development of Tourism STATIN, PIOJ,
to increase value of the Satellite Accounts MFPS MOT
industry
Expand and promote Develop and promote community- TPDCo, TEF, JTB,
entrepreneurial and based tourism projects through EFJ JPAT, JSIF,
employment opportunities for provision of micro-credit and Other NGOs,
communities technical assistance (e.g. Small Private financial
Enterprises Assistance institutions
Programme)
Develop policies pertaining to MOT, TPDCo
Community-based Tourism CBOS, Private
Sector
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Table 50: Key Strategies and Actions under the
National Outcomes for Years 1 – 3 (2009-2012)
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Table 50: Key Strategies and Actions under the
National Outcomes for Years 1 – 3 (2009-2012)
National Outcome #13: Sustainable Management and Use of
Enviromental and Natural Resources (Cont’d)
NATIONAL PRIORITY SECTOR STRATEGIES KEY ACTIONS FOR YEARS 1- 3 RESPONSIBLE
STRATEGIES FOR YEARS 1- 3 AGENCIES
13-3 Establish institutional Strengthen partnerships with the MOHE, OPM,
Develop mechanisms to foster NGO community both locally and NEPA
efficient and coordination and collaboration internationally, the private sector
effective among resource management and key public sector entities
governance
Key Strategies and Actions
agencies of resource
structures for protection issues
environmental Create a dynamic and Create mechanisms to improve NEPA
management responsive regulatory the capacity and effectiveness of
environment including review environmental enforcement (for
and strengthening of relevant example, increasing fines under
environmental legislation various pieces of legislation,
increasing frequency of
monitoring)
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Table 50: Key Strategies and Actions under the
National Outcomes for Years 1 – 3 (2009-2012)
248
The Meteorological Service of Jamaica is the country’s Focal Point for Climate Change
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Chapter 5:
Implementation, Monitoring...
Implementation, monitoring
and evaluation framework
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249
Under the Managing for Results process it is planned that corporate plans for MDAs will be replaced
by 3-yearly business plans on a phased basis over the period 2009 to 2012
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Chapter 5: Implementation, Monitoring and Evaluation Framework
Implementation, Monitoring...
integral to the implementation of the (including greater use of and
National Development Plan. Resources information sharing in the Planning
for the implementation of Vision 2030 and Budgeting Network, Policy
Jamaica will be provided over time from Analysts Network and GOJ
a range of sources, including the GOJ Corporate Planning Committee)
budget, private sector investment, civil • Increased coordination between
society projects, IDPs and the Diaspora. Cabinet Office and the Public
Expenditure Division of the
There are two (2) main steps to ensure Ministry of Finance and the Public
effective resource allocation within the Service to review public sector
public sector for implementation of the business plans (to ensure the
Vision 2030 Jamaica - National NDP/MTF focus), and finalize
Development Plan: public sector budgets
1. aligning the 3-year
corporate/business plans and Coordination of the Implementation
1-year Operational Plans of MDAs Process
with the strategies and actions of Coordination among institutions is
the MTF and sector plans, and by essential to determine successive
extension, the National medium term priorities, share
Development Plan; information, debate and build consensus,
2. ensuring consistency of the fiscal negotiate trade-offs, integrate actions,
budget with the 3-year and communicate learning. Integrative
corporate/business plans and and coordinating mechanisms for the
1-year Operational Plans of MDAs. implementation of Vision 2030 Jamaica -
National Development Plan will include
To achieve these steps, there are a the following:
number of key requirements: • Coordination mechanisms between
• Introduction of a 3-year Medium agencies and sectors including
Term Expenditure Framework Inter-Ministry, Inter-Agency and
(MTEF) to complement the Inter-sectoral Committees and
Medium Term Socio-Economic Memoranda of Understanding
Policy Framework (MTF) and (MOUs)
provide continuity of financial • Cabinet Sub-Committees
programming and coherence with • Permanent Secretaries Board
the MTF timeframe (chaired by the Cabinet Secretary
• Rationalization of the roles of the with membership of Permanent
Cabinet Office, GOJ Prioritization Secretaries from all ministries)
Committee, Public Sector • IDP coordinating committees
Investment Programme (PSIP) and • Community and local governance
fiscal budgeting process in setting structures
priorities • Coordination of planning and
• Increased coordination among information systems including
corporate planners, policy analysts, Threshold 21 Jamaica, National
project managers and budget and Spatial Data Infrastructure
finance officers across ministries Management System and GIS
and agencies in preparation of Network, JamStats, and the MTF.
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250
See Appendix 1: Vision 2030 Jamaica Plan Preparation Process – Communicating Vision 2030 Jamaica.
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Implementation, Monitoring...
implementation of Vision 2030 public and private sectors, trade
Jamaica is expected to have a unions, civil society and international
consistent place on the agenda, it development partners.
also is expected that a minimum of
two meetings annually of this 4. The Vision 2030 Jamaica
committee will focus entirely on the Technical Monitoring
achievement of results and progress Committee (TMC), or Steering
towards the goals and outcomes of Committee, is to be chaired by the
Vision 2030 Jamaica. Office of the Prime Minister. Other
members of this body will include
3. The National Planning Council the Director General of the Planning
(NPC) is a consultative and advisory Institute of Jamaica, the Financial
body which brings together top Secretary of the Ministry of Finance
decision-makers in the private sector, and the Public Service, select
Government, labour and civil society Permanent Secretaries, and the
to contribute to the formulation of Director General of the Statistical
economic policies and programmes, Institute of Jamaica (STATIN).
to assess economic performance and
to identify measures designed to The primary role of this body is to
achieve broad-based development provide oversight for the technical
and growth in productivity, and the coordination and monitoring of the
national product.251 A restructured Plan. It also has responsibility for
NPC will support the Vision 2030 reporting to the EDC and NPC on
Jamaica Monitoring and Evaluation the progress of implementation.
regime by:
• Providing advice to the The Technical Monitoring Committee
Technical Monitoring along with the Technical Secretariat
Committee in the execution has responsibility for the timely
of its monitoring and preparation and submission of
evaluation functions; progress reports to stakeholders
• Assessing the outputs/results within the system. An important
of the monitoring and function of the Technical Monitoring
evaluation system and Committee is to coordinate the
providing feedback and comprehensive review of the MTF
recommendations on issues and its achievement over its three
relevant to the successful year time-frame. This in turn will
implementation of the Plan. guide the preparation of the
successor MTF.
It is proposed that the NPC
accommodate discussion on the Plan It is expected that the TMC will meet
at least once every quarter and that a minimum of four times each year.
its membership should have broad
251
Government of Jamaica, Ministry Paper No. 18.
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Implementation, Monitoring...
• Targets which outline the proposed
shall comprise technical values for the national outcome
representatives of MDAs, National indicators for the years 2012, 2015
Focal Points, the private sector, civil and 2030
society organizations, trade unions • Data sources which identify the
and International Development MDAs or institutions that are
Partners. Their functions include: primarily responsible for the
reviewing sectoral strategies to collection of data to measure and
achieve Vision 2030 Jamaica goals; report on indicators
making input with respect to • Sources of targets
resource gaps in sectoral • Links to existing local and
programmes; providing feedback on international monitoring
monitoring performance relative to frameworks such as the MDGs
sectoral targets; and facilitating
effective partnerships towards the Some gaps still exist within the
achievement of Vision 2030 Jamaica performance matrix and a process of
goals. review to validate the proposed
indicators and targets is being
TWGs will meet a minimum of twice undertaken. This process is very
annually. technical and time consuming and
requires significant cooperation and
Indicator Framework and Data support from stakeholders and partners.
Sources
Appropriate indicators are the basic The performance monitoring and
building blocks of monitoring and evaluation framework will be heavily
evaluation systems. A series of results- dependent on ministries for quality and
based monitoring policy matrices will be timely sectoral data and monitoring
used to monitor and track progress progress. The system will benefit from
towards achieving the targets. These our existing and relatively large and
policy matrices comprise a mix of reliable statistical databases within the
impact, outcome and output indicators Statistical Institute of Jamaica (STATIN)
spanning the 15 National Outcomes. and the PIOJ.253
The results-based performance matrix at Reporting
the national level currently comprises: The timely preparation and submission
• 60 proposed indicators aligned to of progress reports and other
the 15 National Outcomes monitoring and evaluation outputs form
• Baseline values for 2007 or the an integral part of the monitoring
most recent past year process.
253
The decennial census, the annual Jamaica Survey of Living Conditions (JSLC) , the annual Economic
and Social Survey Jamaica (ESSJ) are key data sources produced by STATIN and the PIOJ. The
JamStats database which provides a standard set of time series on social and economic data and
Threshold 21 which is a quantitative model for simulating the impact of various policies on a set of
important outcome variables are also located in the PIOJ.
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Implementation, Monitoring...
Jamaica will ensure that the outputs of support the achievement of Vision 2030
the system are specifically tailored to Jamaica through implementation of
different stakeholders and utilize various strategies which include efforts to:
forums including the media to stimulate • Improve planning, resource
public debate and enhance accountability. allocation and performance across
Government
Capacity • Improve financial management
There is recognition that building and systems
strengthening technical and institutional • Build capacity for managing MTEF in
capacity for the effective implementation, key ministries and the MFPS
monitoring and evaluation of the Plan is • Build capacity in MDAs to design
critical for its achievement. This calls for performance indicators and
substantial resources, partnership and monitoring systems
long-term commitment to training MDA • Define common data requirements
staff. Training needs will have to be across Government and establish
identified at all levels of the system; a re- integrated data sharing mechanisms
orientation of work processes,
instruments, procedures and systems Partnership with the Management
development will have to be undertaken; Institute for National Development
and staffing and institutional (MIND) and other institutions will also
arrangements will need to be put in be required to provide training in critical
place. areas such as results-based project
management and analysis, monitoring and
Some capacity building efforts have evaluation, and data management to
already taken place but these have to be public sector staff and others.
strengthened. The Cabinet Office under
the Medium Term Action Plan (MTAP)254
“
…a plan is made not for a
government but for a people,
and most of the problems
with which it deals are
unaffected by changes in
”
government.
(1966) Sir W. Arthur Lewis,
Nobel Laureate
254
Government of Jamaica: Public Sector Modernization – Government at Your Service: A Medium Term
Action Plan, December 2007.
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Cabinet
National Planning
Council
Cabinet Sub-Committees
Economic Development
Committee
Minister of Planning
and Development
Technical
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List of Acronyms
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List of Acronyms and Abbreviations
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Acronyms and Abbreviations
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The Plan refers to the names of relevant Ministries and agencies as at the time of its
preparation. The names or portfolio responsibilities of Ministries and agencies may,
however, change over time.
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Appendices
Appendices
• Appendix 1 – Vision 2030 Jamaica Plan Development
Process
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Appendix 1
Appendix 1
Vision 2030 Jamaica Plan
Development Process
The first step in the planning process 2. The Jamaican society is secure,
was the articulation of a draft Vision cohesive, and just
Statement: “Jamaica, the place of choice to 3. Jamaica’s economy is prosperous
live, work, raise families, and do business”. 4. Jamaica has a healthy natural
This Vision statement is consistent with environment
ideas expressed during the National
Sustainable Development Framework To ensure the successful preparation,
(NSDF) visioning exercise and through implementation and ownership of a
the PIOJ’s “Dialogue for Development” national plan which reflects the dreams
series. The next step was the and aspirations of every Jamaican, we
identification of twelve areas of strategic facilitated a process which ensured a
focus and a set of guiding principles high degree of consensus and the
which are critical for fulfilling the participation of a wide cross-section of
objectives of the Plan and Vision. Four the society. To this end, a number of
goals were distilled from the vision approaches were adopted and the
statement, each of which supports the initiatives described below pursued.
principles of sustainable development.
These goals are: The organizational chart below and the
1. Jamaicans are empowered to achieve narrative which follows, describe the
their fullest potential various bodies involved in the Plan
preparation process.
Figure 25:
Organizational Chart
for Plan Development
Process
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Each sector plan contains the Situation • Strategic meetings between Chairs
and SWOT analyses, a Vision Statement, of the task forces and the PIOJ.
and a Strategic Framework comprising • Establishment of small working
the sectoral goals, objectives, strategies groups to drive the preparation of
as a phase 1 and an action plan in the the first draft.
second phase. The first draft of each
sector plan was developed using a
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Appendix 1 : Vision 2030 Jamaica Plan Development Process
Appendix 1
completed by August 2007 after 165 Task The process of integrating all 31 sector
Force meetings and several workshops. plans into one coherent long-term
national development plan for Jamaica
Review of First Draft Sector Plans commenced at the end of October
Upon completion of the first phase of 2007. The integration aspect gave
the sector plans, the PIOJ initiated a significant consideration to the guiding
thorough review process. To facilitate the principles which were already infused
review, sector plans were placed in eight into the sector plans. These related to
clusters with demonstrable international competitiveness, balanced
links/synergies. Some sector plans were development in urban and regional areas,
reviewed within more than one cluster, social cohesion and partnership, a
due to the nature of the issues people-centred and knowledge-based
incorporated in the sector plans. society and equity.
Additionally, the clusters also considered
cross-cutting issues presented in other The first level of integration resulted in
sector plans. the identification of national concerns
from the sector plans using a
Participants in the reviews were critical methodology based on the following
thinkers with a high level of experience criteria: 1) seriousness of the problem; 2)
and perspective which would add value interest and demand of the society; 3)
to the Sector Plans. These participants burden of condition; and 4) feasibility of
were drawn primarily from the private addressing a particular issue. These then
sector, academia (including students at formed the basis for identifying the 15
the tertiary level) and civil society. Over National Outcomes. Seventy National
100 persons collectively participated in strategies were later drawn from the
the review process. Comments from sector plans, specifically the sector
these reviews formed the basis for the objectives. See Appendix 2 for details on
revision of the first draft sector plans the Methodology.
and established the foundation for the
integration process. 4. MTF 2009-2012
Implementation, monitoring and
Action Plans evaluation of Vision 2030 Jamaica will be
Action plans were prepared from the done through a series of three-yearly
strategies identified in the various Medium-Term Socio-Economic Policy
sectors. This work commenced in Frameworks (MTFs), the first of which is
November 2007 and similar to the phase MTF 2009-2012. As the vehicle for
before, involved ministries and agencies operationalizing the long term goals and
of Government working with the task outcomes of Vision 2030 Jamaica, the
forces to identify actions, indicators and MTF utilized the long term planning
targets, responsibility centres, timelines process to select short term priorities,
and tentative costs. The involvement of strategies, programmes and actions and
ministries and agencies was to indicators for the preparation of MTF
strengthen ownership of the Plan by the 2009-2012. MTF 2009-2012 was
implementing agencies at this level, thus therefore prepared as a companion
ensuring the successful implementation document to the Plan and is inextricably
and monitoring. linked to the national goals and
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Appendix 1 : Vision 2030 Jamaica Plan Development Process
Appendix 1
included: the official public launch of the Fifth and Sixth Form students. They
process by the Hon. Bruce Golding, articulated their perspective on
Prime Minister and Minister of Planning developed country status for Jamaica.
and Development, under the theme,
“Planning for a Secure and Prosperous Island-wide public consultations began in
Future”. which was broadcast live on January 2008 and focused on presenting
national radio and streamed live via the the National Goals and Outcomes of
Internet; upgrading of the PIOJ’s web Vision 2030 Jamaica and selected
site to assist in the dissemination of National Strategies that will enable the
information to educate and create country to achieve developed country
awareness of the pertinent issues among status by the year 2030. Between January
all stakeholders, including the Jamaican and September 2008, ten public
Diaspora; and the production and use of consultations covered the parishes of St.
print and electronic media materials such James and Trelawny; Manchester and St.
as fliers, brochures, radio commercials, Elizabeth; Westmoreland and Hanover;
video stories, television advertisement Clarendon; St. Catherine; Portland;
presenting the National Vision Statement Kingston and St. Andrew; St. Ann and St.
and request for public feedback, a Thomas. Appendix 7 lists the
specially commissioned Vision 2030 consultations.
Jamaica Theme Song and jingle composed
and arranged in the popular genre, and In preparation for these consultations,
PowerPoint presentations. the sector plans were placed in each
parish library and the PIOJ website was
Face-to-face interactions through upgraded to support the dissemination
presentations and consultations provided of information on the planning process
the stimulus for all stakeholders to share and integrated Plan.
their dreams and aspirations for
themselves and the society, as well as On-going island-wide public education
their views and opinions on how these and interaction with stakeholders will
may be realized. These presentations continue throughout the
and consultations were held in two implementation, monitoring and
phases for: (1) special interest groups; evaluation of Vision 2030 Jamaica –
and (2) the public. National Development Plan.
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Appendix 2
Appendix 2
Methodology for
Plan Formulation
The results-based management (RBM) provides a link to the work already done
approach was widely used in the at the sector level and identifies the
National Development Plan preparation strategies for each sector. The second
process. Results-based management is a framework, is a monitoring framework,
life-cycle approach to management that and outlines the impact/outcome
integrates strategy, people, resources, indicators (aligned to each
processes and measurements to improve Goal/Outcome), baseline data and
decision-making, transparency, and targets at the agreed intervals.
accountability.255 This approach moves
beyond the implementation or process- Application of RBM Principles
focused approach which monitors what during Plan Preparation Process
is being done to an emphasis on results, 1. Decide what needs to be achieved:
which answers the question “why?” or Visions, Goals and Outcomes
“to what end?” RBM focuses not just on 1a: Determine the Ultimate Desired
the immediate output level results but it State/Condition – Visions and Goals
extends to the desired effect or benefits RBM promotes a “results” focus
on target; be it people, environment, planning which starts with a clear,
social or economic conditions. A key generally acceptable futuristic
advantage of RBM for public planning is condition or state. This desired state
that it awakens a consciousness in can be arrived at in two ways: 1) the
players “as to their role in delivering consensus-based approach which is
critical outputs and outcomes” and not highly participatory, involving various
just managing processes.256 stakeholders including the general
public and the political directorate;
National Results-Based and 2) the Government priorities-
Management (RBM) Framework approach, which is exclusive to the
Two frameworks guided the process at wishes of the political directorate.
the national level. The first is the Logic- The National Development Plan
Planning framework which provides adopted the consensus-based
guidance on the logical flow of the approach. The Vision of making
planning process. It outlines National “Jamaica the place of choice to live,
Goals, their respective National work, raise families and do business”
Outcomes and the corresponding Sector was the starting place for the Plan.
Outcomes or Objectives, with the Through a process of discussion
responsible Ministries, Departments and which ensured that the principles of
Agencies (MDAs). This framework sustainable development as well as
255
http://www.tbs-sct.gc.ca/rma/rbm-gar_e.asp
256
Cedric Saldanha, 2002: Promoting Results Based Management in the Public Sectors of Developing
Countries
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society’s main
Two major benefits of the integration model are: 1) it
concerns were
allows for the plans of MDAs to be ultimately aligned to the
entrenched, the
outcomes, thereby ensuring consistency in planning from
Vision was national to sectoral, to individual MDAs; and 2) outcomes
operationalized as the pivotal integration point removes the emphases on
beginning with individual sector concerns and places it on KRAs which
the formulation have the freedom to be inter-sectoral and which are
of four National deemed to be the building blocks for accomplishing the set
Goals. These Goals.
National Goals
represent the achieving the same result. Vision
ultimate desired state for Jamaica. 2030 Jamaica engaged in an
extensively collaborative process to
1b: Determine Intermediate Results: develop the 31 sectors plans which
Outcomes form the basis for identifying these
The logical flow of RBM requires the Outcomes. The important next step
identification of key result areas at this point was to integrate the
(KRAs) which will lead to the Outcomes with the sector plans.
realization of the Goals; and the
establishment of desired Making the transition requires
intermediate results which are carefully calculated manipulation of
known as Outcomes. This process the systems or ‘systems innovations’
involves an assessment of the and must be done within an
conditions that exist as well as the integrated framework to ensure that
barriers that need to be surmounted. the linkages among sectors are
Under Vision 2030 Jamaica, the captured.257 The RBM methodology
National Outcomes are aligned to which proposes the development of
respective Goals, and are wider than an intermediate logical step to the
the ambits of any one Ministry, Goals through the identification of
Agency or Department (MDA). It is National Outcomes provided the
expected that the MDAs will
Appendix 2
257
See Verbong and Raven (2006) and La Forqia et al (2004).
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Appendix 2 : Methodology for Plan Formulation
The following four criteria were used The National Outcomes were
Appendix 2
to derive the National Outcomes further validated to ensure the
from the sector plans: Seriousness of completeness of the list through the
the Problem, Interest and Demand of use of three additional criteria:
the Society, Burden of Condition and Interest and Demand of the Society;
Reach and Transformative Potential. Burden of Condition and; Reach and
Transformative potential.258
Criterion 1: Seriousness of the Problem
This criterion assumed that the goals Criterion 2: Interest and
written into the sector plans were a Demand of the Society
reflection of those issues that were This criterion is consistent with a
considered to be absolutely critical participative planning process of
to the achievement of the country’s including the concerns of the society.
National Goals. The degree of Consequently, three main documents
seriousness can be determined by were evaluated: Reports of the
two factors: (1) the number of Dialogue for Development
persons affected (2) the number of spearheaded by the Planning Institute
development areas that are affected of Jamaica, the National Planning
by the issue. The proxy used for Summit and the United Nations
these factors was the number of Development Assistant Framework
sector plans which highlight the for Jamaica (UNDAF). These three
particular issue at the Goal level. sources, although secondary, involved
There are 31 sector plans so the large numbers and a wide cross-
highest number of sector plans that section of the population thereby
an Outcome can recur in, is 30 and ensuring that the general view of the
the lowest is 1. populace was taken into
consideration and integrated into the
planning process.
258
See Cho et al (2005) and Rosenberg (2005).
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Vision 2030 Jamaica | National Development Plan
259
See Adams C. et al (2004).
260
Oregon Shines
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Appendix 2 : Methodology for Plan Formulation
Appendix 2
During this Plan preparation, over 70 transformative potential; as well as
National Strategies were selected existing programmes, plans and
through the following processes: Government priorities.
1. Alignment of each sector
outcome with the 15 identified i. External Opportunities/Threats
National Outcomes Opportunities speak to those
2. Filtering of the Sector emerging or existing conditions
outcomes to eliminate which though not orchestrated
duplications locally, hold potential for positive
3. Formulation of the long-term impact on the Jamaican society.
National Strategies from the These include the #6 world-rating of
Sector Outcomes the “Jamaican Brand”, the global
The use of all the sector outcomes in interest in our creative industries, the
this process was based on the prominence of our sports
assumption that all outcomes personalities, and the beauty of the
developed by the Task Forces are country’s natural resources.
truly critical to the achievement of
the country’s development goals. Threats reflect emerging conditions
which Jamaica cannot prevent, but
1 – 3 Year Priorities can seek to manage. These conditions
As noted earlier, selecting short to have the potential to negatively affect
medium term priorities is part of the development of the country.
strategy selection. This provided the Global recessions, high oil and food
basis for the development of the prices on the world market and the
Medium Term Socio-Economic Policy external recruiting of local
Framework which is the GOJ’s professionals such as teachers and
medium-term planning document nurses are some examples.
which, along with the sector plans,
operationalizes the Plan. ii. Quick Wins
Quick wins are initiatives which have
These short and medium-term the potential to generate national
priorities were selected largely results in a relatively short space of
through a series of meetings with the time, and subsequently gain support
various ministries and agencies. They for the Plan. Quick wins to be
were determined through included in the first 3-year priority
consideration of: external listing are those presumed to be able
opportunities and threats; quick wins; to produce results in 1-3 years.
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Appendix 2 : Methodology for Plan Formulation
Appendix 2
Two main methods of indicator development are proposed
in RBM, these are the CREAM or SMART approach. Both
methods require that indicators are clear or specific,
relevant to the subject, measurable, adequate for the
various levels of disaggregation as well as economically
practical.
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Public Consultation
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Appendix 3
Appendix 3
T21 Jamaica: An Integrated
Development Planning Model
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255
http://www.tbs-sct.gc.ca/rma/rbm-gar_e.asp
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Appendix 4
Appendix 4
List of Sector Plans, Task Forces,
M
and Chairpersons
LIST OF SECTOR PLANS AND CHAIRPERSONS
TASK FORCES
1. Agriculture Mr. Donovan Stanberry
2. Mining and Quarrying Dr. Philip Baker
3. Manufacturing Mr. Simon Roberts
4. Construction Mr. Don Mullings
5. Macroeconomy and Trade Mr. Colin Bullock
6. Tourism Mrs. Karen Ford-Warner
7. Services Mr. Earl Jarrett
8. Creative Industries and Sport Ms. Angela Patterson
9. Transport Hon. Noel Hylton
10. Information and Communications Dr. Jean Dixon
Technology
11. Energy Dr. Raymond Wright
12. Population Ms. Valerie Nam
13. Labour Market and Productivity Ms. Audrey Hinchcliffe
14. Culture and Values Mr. Vivian Crawford
15. Health Professor Owen Morgan
16. Correctional Services Major Richard Reese
17. National Security Mr. Gilbert Scott
18. Education Hon. Rae Davis
19. Training Mr. Donald Foster
20. Social Welfare and Vulnerable Ms. Heather Ricketts
Groups
21. Social Security Ms. Faith Innerarity
22. Poverty Reduction/Eradication Dr. Michael Witter
23. Persons with Disabilities Ms. Monica Bartley
24. Gender Professor Barbara Bailey
25. Environmental and Natural Mrs. Eleanor Jones
Resources Management
26. Urban and Regional Planning Dr. Vincent George
27. Hazard Risk Reduction and Mr. Franklin McDonald
Climate Change
28. Science, Technology and Prof. Ishenkumba Kahwa
Innovation
29. Housing Mr. Karl Wright
30. Governance Ms. Onika Miller
31. Water Mr. Basil Fernandez
32. Real262 Sector Dr. Marshall Hall
262
This Task Force was subsequently split into four distinct task forces: Agriculture, Mining and Quarrying,
Manufacturing, and Construction. No Sector Plan was generated by this Task Force.
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Appendix 5
Appendix 5
List of Clusters
for External Review
M
The thirty-two task forces were divided issues incorporated in the sector plans.
into the following eight clusters to Additionally, the clusters also considered
facilitate the review process. Some cross-cutting issues presented in other
sector plans were reviewed within more sector plans. The table below presents a
than one cluster, due to the nature of the listing of the eight clusters.
Table 51: Defined Clusters for the Review of 1st Draft Sector Plans
Clusters/Task Forces Cross-Cutting Issues
Considered263
Cluster 1: ! Population
! Real Sector (agriculture, mining & ! Gender
quarrying, manufacturing and ! Governance
construction) ! Trade
! Energy ! Labour Market
! Environmental and Natural ! Urban Planning and Regional
Resources Management/Climate Development
Change ! Information and Communications
! Tourism Technology
! Science, Technology and Innovation
Cluster 2: ! Gender
! Macroeconomy and Trade ! Poverty
! Labour Market and Productivity ! Energy
! Real Sector
! Tourism
! Information and Communications
Technology
! Science, Technology and Innovation
Cluster 3: ! Gender
! Services ! Environmental and Natural
! Tourism Resources Management
! Creative Industries and Sport ! Labour Market
! Transport ! Climate Change
Cluster 4: ! Gender
! Education ! Poverty
! Training ! Labour Market and Productivity
! Information and Communications ! Law and Order
Technology ! Population
! Science, Technology and ! Culture and Values
Innovation
! Creative Industries and Sport
263
These cross-cutting issues were considered to be critical in the assessment and review of the sector
plans as defined in the clusters.
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Cluster 6: ! Gender
! Governance ! Culture and Values
! Law and Order ! Education and Training
! Justice ! Environmental Management
! Correctional Services
Cluster 7: ! Population
! Poverty Reduction/Eradication ! Gender
! Health ! Education & Training
! Social Security ! Housing
! Social Welfare and Vulnerable
Groups
! Persons with Disabilities
! Urban Planning and Regional
Development
Cluster 8:
! Health
! Culture & Values
! Population
! Gender
Appendix 5
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Appendix 5: List of Clusters for External Review
Appendix 5
M
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M
NAME ORGANIZATION
34. Dr. Neville Beharie University of the West Indies
35. Ms. Jennifer Small Radio Jamaica (RJR)
36. Mr. Julian Devonish University of the West Indies
37. The Hon. Prof. Denise University of the West Indies
Eldemire Shearer
38. Dr. Jennifer Knight-Johnson US Agency for International Development
39. Mr. Winston Clarke
40. Mrs. Angela Patterson Creative Production and Training Centre
Limited
41. Dr. Winston De La Haye Medical Association of Jamaica
42. Mr. Vivian Crawford Institute of Jamaica
43. Dr. John Jones Dental Auxiliary School
44. Mr. Burchell Duhaney Edna Manley College
45. Ms. Vilma Bailey University of the West Indies
46. Prof. Neville Duncan Sir Arthur Lewis Institute of Social and
Economic Studies (SALISES), UWI
47. Ms. Pansy Hamilton University of the West Indies
48. Ms. Donna Fraser Bureau of Women’s Affairs
49. Mr. Eric Deans Maritime Authority
50. Mr. Kevin Hendrickson The Courtleigh Hotel
51. Mr. Albert Gillings National Road Operating and
Constructing Company
52. Mr. Barrington Payne Tourism Product Development Company
53. Major Desmond Brown Independence Park Limited
54. Mr. Mark Taylor Caribbean School of Architecture
55. Ms. Claudette Hall Ministry of Agriculture
56. Mr. Joseph Matalon Computerised Systems Limited
57. Mr. Ivan Anderson National Road Operating and
Constructing Company
58. Hon. Kingsley Thomas
59. Dr. Alwyn Hales Ministry of Transport & Works
60. Mrs. Edmarine Lowe-Ching National Works Agency
61. Lt. Col. Oscar Derby Jamaica Civil Aviation Authority
62. Mrs. Jacqueline DaCosta Office of the Prime Minister
63. Commander John McFarlene Director of Aviation Security
64. Dr. Philip Baker Jamaica Bauxite Institute
Appendix 5
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Appendix 6
Appendix 6
M
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M
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Appendix 6: Communicating Vision 2030 Jamaica | List of Presentatons and Consultations
M
Appendix 6
PRESENTATIONS & CONSULTATIONS
Presentation to Social Development Commission Officers &
Directors
Presentation at Cabinet Retreat
Presentation to Human Resource Management Association of
Jamaica (HRMAJ)
FEBRUARY 2008
Public Consultation - Manchester and St. Elizabeth
Follow-up Presentation to Caribbean Development Bank (Barbados)
MARCH 2008
Jamaica Confederation of Trade Unions
Ministers of Finance and the Public Service
Leader of the Opposition and the Shadow Cabinet
Public Consultation for Westmoreland and Hanover
Energy Workshop
EXIM Bank Board Retreat
APRIL 2008
CHASE Fund Culture Committee
Jamaica Trade & Invest (JAMPRO)
New Testament Church of God Conference
MAY 2008
Public Consultation - Clarendon
Vision 2030 Jamaica Presentation -New Testament Church of God,
District Overseers’ Conference
JUNE 2008
Vision 2030 Jamaica Presentation to Socio-Economic Information
Network
Vision 2030 Jamaica Presentation at the Diaspora Conference
Public Consultation - Portmore, St. Catherine
Public Consultation - Greater St. Catherine
JULY 2008
Public Consultation – Portland
Presentation to College Libraries’ Network (COLINET)
Presentation to Shipping Association of Jamaica (SAJ) “Lunch &
Learn” session
Public Consultation - Kingston & St Andrew
AUGUST 2008
Presentation at Ministry of National Security Policy Directorate
Training Event
SEPTEMBER 2008
Public Consultation – St. Ann
Presentation – Ministry of Finance & the Public Service – Lunch
Hour Forum
Presentation – Jamaica Trade & Invest, “Launch of the World
Investment Report”
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Appendix 7
Appendix 7
Stakeholders in the
Planning Process
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Appendix 6: Stakeholders in the Planning Process
Appendix 7
Performing Arts Grange Hill High School
Edith Dalton James High School Glaxosmithkline Caribbean
Education Transformation Team, MOE GOJ/CIDA Environmental Action
Edwin Allen High School (ENACT) Programme
Electoral Office of Jamaica Guardian Life Jamaica Limited
Embassy of Japan Hamilton Knight Associates
Entertainment Advisory Board Hardware Merchants Association
Environmental and Engineering HEART Trust/NTA
Managers Limited His Worship Mayor Keith Hinds, Mayor
Environmental Foundation of Jamaica of Portmore Municipal Council
Environmental Health Foundation His Workship Senator Councillor
Environmental Solutions Limited Desmond McKenzie, Mayor of
European Union Kingston and St. Andrew
EXIM Bank Holy Trinity Cathedral
Facey Commodity Co. Ltd. Hon. Karl Hendrickson
Fair Trading Commission IBM World Trade Corp. Jamaica
Faith Based Organizations Island-wide ICWI Group
Faithworks Limited/Mooimages Imex Technologies Ltd.
Fathers in Action Incorporated Masterbuilders Association
Financial Services Commission of Jamaica
Finder Caribbean Ltd. Independent Jamaican Council on
Fisheries Division Human Rights
Fishermens Cooperative Independent School Association
Flow Jamaica Information, Communication and
Foga Daley & Co. Technology for Development
Food and Agriculture Organization Institute of Chartered Accountants of
Food for the Poor Jamaica
Forestry Department Institute of Jamaica
Franklin McDonald Institute of Law and Economics Limited
Friedrich Ebert Foundation Institute of Sports Ltd.
Fujitsu Transaction Solutions (Jamaica) Insurance Association of Jamaica
Ltd. Inter-American Development Bank
G.C Foster College Inter American Institute for Cooperation
Grace Food Processors Canning Limited on Agriculture
GK Funds
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Appendix 6: Stakeholders in the Planning Process
Appendix 7
Jamaica Intellectual Property JCAL Tours
Organization Joint Board of Teacher Education
Jamaica Library Service Karl Wright
Jamaica Livestock Association KIA Motors
Jamaica Manufacturers’ Association Kingston City Centre Improvement
Jamaica Master Builders Association Company
Jamaica National Building Society Kingston Hub Distributors
Jamaica National Heritage Trust Kingston Restoration Company
Jamaica National Small Business Loans Kingston & St. Andrew Corporation
Programme Kingston Wharves Ltd.
Jamaica Netball Association Knox Community College
Jamaica Observer KS Chemicals Distributors Ltd.
Jamaica Organic Agriculture Movement Kingston & St. Andrew Action Forum
Jamaica Pre-Mix Ltd Youth Organization
Jamaica Private Power Company Kiwanis
Jamaica Producers Group Lay Magistrates Association
Jamaica Productivity Centre Liberty Academy at the Priory
Jamaica Public Service Company Limited Life of Jamaica Limited
Jamaica Racing Commission Little Theatre Movement
Jamaica Red Cross Livingston, Alexander and Levy
Jamaica Social Investment Fund Local Government Authorities Island-
Jamaica Social Policy Evaluation Project wide
Jamaica Stock Exchange MBJ Airports Limited
Jamaica Teachers Association M & M Jamaica Limited
Jamaica Tourist Board Maldon High School
Jamaica Trade and Invest Magotty High School
Jamaica Union of Public and Private Management Institute for National
Employees Development
Jamaica Union of Travellers Association Manchester Parish Council
Jamaica Urban Transit Company Mannings High School
Jamaica Workers Union Manpower & Maintenance Services
Jamaica Youth For Christ Marcus Garvey Technical High School
Jamaican Foundation for Lifelong May Pen High School
Learning Maritime Authority of Jamaica
Jamaicans for Justice Media Association of Jamaica
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Appendix 6: Stakeholders in the Planning Process
Appendix 7
Association Registrar of Companies
Ocho Rios High School Registrar General’s Department
Office of the Children's Advocate Recording Industry Association of
Office of the Commissioner of Police Jamaica
Office of Disaster Preparedness and Robert Lightbourne High School
Emergency Management Rugby Lime Co
Office of the Prime Minister Rural Agricultural Development
Office of the Services Commission Authority
Office of Utilities Regulation Salvation Army School for the Blind
Optimist Club Sam Sharpe Teachers College
Pan American Health Organization Scientific Research Council
Paul Bogle High School Sir John Golding Rehabilitation Centre
Pauline McHardy Small Business Association of Jamaica
Paymaster Jamaica Ltd. Smith Warner International Limited
Peace Management Initiative Social Development Commission
Peoples Action for Community South Eastern Regional Health Authority
Transformation Southern Regional Health Authority
Petrojam Limited Spectrum Management Authority
Petroleum Corporation of Jamaica Sports Development Foundation
Poor Relief Department SPORTSMAX
Port Antonio High School Shipping Association of Jamaica
Port Authority of Jamaica St. Andrew Care Centre
Portmore Community College St. Ann Jamaica Bauxite Partners
Postal Corporation of Jamaica St. Ann Parish Council
Power 106 St. Thomas Technical High School
Press Association of Jamaica Statistical Institute of Jamaica
Pragma Consultants Limited Sterling Asset Management
Private Sector Organization of Jamaica Stewart's Auto Sales Limited
Professional Societies Association of St. Mary Resort Board Chairman
Jamaica Sugar Industry Authority
Profitable Corporate Solutions Superclubs
Quality Academics Super Plus Foods
Radio Jamaica (RJR) T Geddes Grant Distributors
Ralph Chen Tank-Weld Metals
Ralph Thompson
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Index
Index
Agriculture - 26, 27, 30, 35, 48, 54, 62, 81, 84, 131, 144, 165, 189, 190, 195, 197, 199,
201- 204, 206, 220, 230, 237, 245, 250, 259, 291, 293- 294
Anti-Crime Investigative Detachment – 100
Balance of Payments - 9, 143
Bauxite and Alumina - 26, 143, 175, 177 - 178, 180, 182, 184, 210 - 211, 236, 290
Broadband - 163 - 164, 167, 172, 187, 286
Broad Based Curricula - 71
Capital Stock - 11, 12, 14, 18, 28
Citizen participation - 116, 118 - 119, 242, 257 - 258, 275
Civil Society - 1, 2, 10, 12, 13, 22, 23, 69, 86, 107, 109, 111, 112, 118, 119, 249, 303, 305,
307, 308, 309, 311, 324, 325, 327, 331
Climate Change - 10, 31, 33, 35, 55, 160, 176, 178, 234, 245 - 252, 301
Adaptation to Climate Change - 31, 33, 35, 234, 245, 248, 250, 252, 301
Community-Based Training - 64
Competitiveness - 8, 9, 20, 24, 25, 28, 29, 64, 67, 68, 97, 113, 139 - 140, 142, 145, 155,
161, 164, 175, 177 - 178, 182, 186 - 187, 189 - 190, 193 - 194, 196 - 197, 199, 201,
203, 205, 208, 210 - 211, 221, 224, 226, 229, 233, 237, 259, 325, 332
Constitutional Reform - 112, 117 - 118, 121
Construction - 6, 26, 35, 52, 65, 90, 92, 140, 157, 159 - 160, 167 - 169, 182, 195, 201
- 202, 213 - 215, 231, 236 - 237, 249, 258, 260, 294, 295
Core Values - 13, 15, 90, 93 - 94, 96, 270
Corruption - 8, 101, 105, 112 - 113, 115, 122, 124 - 125, 278
Perception of Corruption - 8, 113, 115, 122, 124
Crime and Violence,
Crime Management Unit - 100
Criminal Gangs -103, 106
Dons - 103, 106
Drugs-for-Guns - 103
Garrison Communities - 103, 115
Law Enforcement System - 107 - 108, 273
Operation Kingfish - 100
Sexual Violence - 104, 116
Violence in Schools - 62
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Creative/cultural industries - 10, 35, 89, 91, 195, 202, 216 - 218, 220, 230, 271, 295
Custodial Clients - 99, 105, 109, 275
Decent Work - 57, 69, 71, 84, 153
Demographic Dividend/Bonus - 10, 19, 40
Dependency Ratio - 39, 49
Developed Country - 3, 5, 12, 14, 27, 90, 188, 235, 327, 332
Development Planning - 3, 11, 12, 20, 21, 23, 39, 111, 223, 246, 249 - 250, 258, 260,
308, 337
Community Development Planning – 275
Urban Development Planning 304
Diaspora - xxviii, 1, 5, 10, 142, 150 - 151, 198, 281, 297, 299, 307, 324, 327
Disability-Adjusted Life Years - 44
Domestic Violence - 103
e-Learning - 74, 222
Early Childhood Commission - 60, 69, 265
Eco-Efficiency - 194, 196, 199
Effective Governance - 24, 33, 35, 48, 53, 98, 111, 115, 118, 239, 241, 275 - 276, 302
Empowerment - 18, 20, 21, 81, 96, 218, 297
Energy - 10, 25, 26, 29, 33, 35, 126, 150, 155, 161, 169, 171, 175 - 184, 190, 193, 195 -
197, 199 - 200, 208, 210 - 211, 214 - 215, 227 - 228, 243, 251 - 252, 257, 289 – 290,
291, 292, 295, 303
Energy Efficiency and Conservation – 177, 179, 182 – 183, 228, 289, 292
Energy Supply – 28, 175, 179 – 182, 228, 289
Renewable Energy - 10, 179 – 181, 199, 289
Waste-to-Energy – 243, 289
Entrepreneurship - 65, 68, 73 - 74, 84 - 85, 108, 141 - 142, 154, 186, 283
Environment
Ecosystems Management – 239 - 241, 301
Environmental Goods and Services – 14
Environmental Degradation - 31, 236, 247, 253 - 255, 259
Environmental Management - 8, 10, 30, 31, 64, 159, 195, 200, 230, 233, 238 - 241,
247, 291, 292, 298, 299, 302
Index
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Index
Natural Resources - 5, 8, 9, 10, 27, 30, 31, 33, 35, 84, 156, 199, 234 - 236, 238 -
Index
240, 242 - 243, 245, 249, 259, 301 - 302
Waste Management- 238 - 239, 241 - 243, 302
Equity - 12, 14, 20, 27, 56, 58, 95, 112, 116, - 118, 121 - 123, 137, 146 - 147, 152, 174,
225, 235, 278, 287, 325
Inequity – 6, 31, 82, 116, 255
Financial sector/services - 6, 7, 25, 83, 127 - 128, 132 - 135, 137, 141, 150, 221, 224,
226 - 227
Fiscal policy and performance - 127, 138
Food Security - 41, 48, 54, 174, 203 - 204, 206, 264, 287, 294
Forms of Capital - 11, 12, 18, 27 – 29, 186
Gender Equity – 20, 116, 146, 147, 235
Global Economic Crisis - 9, 13, 21
Globalization - 10, 28, 49, 112, 141, 257
Governance Structures - 116, 239, 241, 276, 299, 305
Green Economy - 10, 179, 194, 196, 199, 235, 292
Gross domestic product (GDP) - 45, 99, 107, 127 - 128, 132 - 133, 135 - 136, 138,
141, 147, 155, 161, 186, 188, 200 - 201, 203, 207, 216, 218, 220, 224 - 225, 228 - 229,
237, 246, 252
Guiding Principles – 12, 323, 325
Hazard Risk Reduction - 35, 234, 245, 246, 248, 249, 252, 301
Health
Chronic Non-communicable Diseases - 45
Determinants of Health - 27, 41, 55
Health Promotion - 48, 50, 263
HIV/AIDS - 7, 26, 43, 45 - 47, 49, 78, 263, 264
Maternal Mortality - 7, 45 - 46, 263
Morbidity and Mortality - 42
Human Development Index - 8, 14, 41, 56, 332
Human Development Report - 57
Human Poverty Index - 41
Human Rights - 14, 22, 77, 112, 114 - 116, 118, 120, 121, 125
Human Trafficking 78, 121
Implementation, Monitoring and Evaluation Framework - 3, 305 - 314
Inflation - 25, 81, 127, 134-135, 138, 279
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Information and communications technology (ICT) - 35, 58, 65, 122, 162, 163, 172,
186, 187, 188, 189, 190, 191, 195, 197, 202, 218, 221, 222, 223, 226, 228, 298
Infrastructure - 7, 14, 15, 31, 33, 128, 307
in agriculture – 205 - 206
in correctional services -
in creative industries – 218, 228, 297
in ICT – 10, 122, 221 – 222, 225, 291
in security – 105 – 106, 108 - 109
in sports – 92, 97, 271
in the education sector – 67, 71, 74
in the energy sector – 177 – 178, 180 – 182, 290
in the environment – 238, 241, 302
in the health sector – 46, 48, 51 – 52, 264
in justice sector – 114, 120
Persons with Disabilities – 78, 87, 269
Social – 39, 78, 81 - 82
Strong Economic – 6, 13, 28 – 29, 33, 126, 155 – 174, 284 - 288
Institution Based Training - 64
Justice System - 8, 10, 24, 101, 107 – 108, 111 - 116, 118, 120, 125, 273, 275
Labour Force - 10, 21, 26, 65, 66, 76, 145, 146, 147, 171, 225
Labour market 6, 41, 63-68, 71, 74-76, 117, 123, 139, 145, 146, 148, 151-152, 154, 194,
267, 282
Life Expectancy - 7, 10, 14, 21, 37, 41, 46, 56, 78, 81, 116
Limestone - 5, 210, 211, 295
Local Government Reform – 23, 111, 119, 276, 304
Local Sustainable Development Planning – 23, 111, 233, 258
Logistics - 161, 162, 167, 171, 286
Manufacturing - 6, 30, 35, 131, 144, 170-171, 178, 182, 194, 195, 201, 202, 206, 207-
209, 216, 219, 220, 222, 230, 237, 240, 245, 252, 294 – 295
Micro, Small and Medium-Sized Enterprises (MSMEs) – 139, 147, 153 – 154, 220, 222
– 223, 226, 283, 297
Millennium Development Goals (MDGs) - 7, 9, 21, 174, 187, 287, 311,324, 332, 335
Index
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Index
Nationhood - 3, 5, 13
Index
Paradigm- 3, 11, 13, 14, 18, 19, 28, 112, 193
Partnership - 12, 13, 22, 27, 29, 38, 45 - 46, 51, 53 - 54, 59, 65 - 66, 69, 71 - 72, 74, 84,
86, 110, 119, 122, 144, 167, 172, 174, 182, 190, 197 - 198, 212, 215, 223, 232, 260, 267,
275, 278, 285, 286, 294, 299, 300, 302, 305, 311, 313, 325
Public Private Partnership - 13, 38, 46, 51, 54, 167, 174, 215, 285
Persons with Disabilities - 20, 40, 77, 78, 81, 82, 83, 85, 86, 97, 269, 304
Poverty Reduction - 77, 80, 81, 87, 185, 187, 259
Productivity - 7, 9, 10, 11, 15, 18, 24, 25, 26, 28, 29, 64, 82, 91, 92, 106, 122, 129, 139,
142, 145, 148, 153, 155, 185, 186, 193, 194, 195, 196, 197, 201, 203, 207, 210, 212, 214,
221, 222, 259, 282, 290, 291, 292, 293, 309
Psychosocial - 70, 94, 103, 104, 265
Public debt - 6, 7, 26, 127, 128, 129, 133, 134, 136, 141, 145, 277
Public Sector Modernization - 111, 136, 139, 149
Public transport - 10, 145, 157, 159, 167, 169, 284
Results Based Management – 32, 72, 261, 326, 329
Results Based Management System (RBMS) - 72
Roads - 6, 29, 145, 155, 159, 168, 205, 206, 213, 246, 284, 293
Rule of Law - 99, 112, 114, 115, 118, 120, 125
Rural Areas -14, 80, 82, 84, 104, 105, 123, 166, 253, 255, 256, 259, 260
Safe Schools Programme - 62
Sanitation Services - 165, 166, 167, 173, 286
Science, technology and innovation (STI) - 10, 11, 29, 185, 188 - 191
Services - 24, 25, 26, 27, 28, 29, 30, 31, 6, 7, 9, 11, 14, 15, 263, 266, 267, 268, 273, 274,
275, 276, 277 281, 282, 284, 285, 286, 287, 290, 291, 292, 293, 295, 296, 297, 302
SIDS - 235
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Socio-Economic Development - 3, 6
Spatial Planning - 10, 159, 170, 185, 253, 254, 255, 257, 304
Sport - 5, 35, 58, 71, 89, 91, 92, 93, 96, 97, 271, 296, 297
Sustainability - 7, 8, 12, 14, 174, 187, 195, 199, 235, 237, 241, 257, 271, 272, 277, 286,
297-299
Sustainability Planning - 256, 257, 304
Sustainable Communities - 258
Sustainable Development - 111, 119, 236, 238, 240, 257, 304, 323, 329
Sustainable Development Plans - 257, 260, 304
Sustainable Livelihoods - 83, 84, 85, 268
Sustainable Prosperity - 5, 9, 10, 11, 13, 14, 15, 18, 19, 249, 257
SWOT - 10, 324
Task Forces - 1, 3, 262, 324 – 325, 333
Tax system and reform - 10, 127, 130, 131, 132, 135, 137, 278
Threshold 21 (T21 Jamaica Model) - 3, 43, 67, 106, 155, 262, 307, 324, 332, 337
Tourism - 5, 6, 7, 10, 11, 25, 26, 30, 35, 91, 97, 131, 142, 143, 159, 165, 171, 195, 197,
202, 206, 213, 216, 219, 220, 229 - 233, 237, 240, 245, 247, 250, 298 - 300
Trafficking in Persons - 100, 101, 116
Transformational Leadership - 12, 122, 241, 305
Transparency and Accountability - 12, 13, 113, 123, 257, 329
Unattached Youth - 69, 74, 108, 146, 267,
Urban and Rural Development - 12, 14, 31, 33, 35, 234, 253, 256, 257, 260, 304
Vulnerable Groups - 21, 77, 78, 83, 84, 85, 86, 95, 108, 122, 123, 136, 164, 169, 268,
270,
Vulnerability - 8, 10, 39, 77, 81, 83, 84, 135, 139, 245, 246, 247, 250, 260, 332
Environmental Vulnerability Index - 8, 250,
Water Supply - 5, 155, 164, 165, 167, 173, 183, 206, 287
Index
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